2014/15 Alfred Nzo District Municipality Integrated Development Plan
Page 0 of 124 Table of Contents
EXECUTIVE MAYOR’S FOREWORD 5
MUNICIPAL MANAGER’S PERSPECTIVE 6
EXECUTIVE SUMMARY 7
STRUCTURE OF THE DOCUMENT 7
CHAPTER 1: INTRODUCTION AND BACKGROUND 8
1.1. INTRODUCTION 8 1.2. THE LEGISLATIVE FRAMEWORK AND MANDATE INFORMING THE PLANNING PROCESS 8 1.2.1. CONSTITUTION OF THE REPUBLIC OF SOUTH AFRICA, ACT 108 OF 1996 8 1.2.2. MUNICIPAL SYSTEMS ACT, NO 32 OF 2000 9 1.2.3. MUNICIPAL STRUCTURES ACT, NO 117 OF 1998 9 1.2.4. MUNICIPAL FINANCE MANAGEMENT ACT (MFMA), NO 56 OF 2003 10 1.2.5. LOCAL GOVERNMENT: MUNICIPAL PLANNING AND PERFORMANCE MANAGEMENT REGULATIONS, 2001 10 1.2.6. DISASTER MANAGEMENT ACT, NO 57 OF 2002 10 1.3. POLICY DIRECTIVES AND MANDATES INFORMING IMPLEMENTATION 11 1.3.1. NATIONAL DEVELOPMENT PLAN (NDP) 11 1.3.2. COMPREHENSIVE RURAL DEVELOPMENT PROGRAMME (CRDP) 11 1.3.3. COMPREHENSIVE PLAN FOR THE DEVELOPMENT OF SUSTAINABLE HUMAN SETTLEMENTS 11 1.3.4. PROVINCIAL SPATIAL DEVELOPMENT PLAN (PSDP) 12 1.3.5. PROVINCIAL GROWTH AND DEVELOPMENT PLAN (PGDP) 12 1.3.6. POWERS AND FUNCTIONS OF THE MUNICIPALITY 12 1.3.7. OVERVIEW OF THE IDP FRAMEWORK AND PROCESS PLAN FOR 2014/15 13 1.3.8. CONSIDERATION OF MEC’S (DLGTA) COMMENTS FOR IDP REVIEW 2013 / 14. 14 1.4. OTHER NEW APPROACHES BY GOVERNEMENT 15 1.4.1. OUTCOME BASED APPROACH 15 1.4.2 NEW GROWTH PATH 17 1.4.3. EASTERN CAPE RURAL DEVELOPMENT STRATEGY (RDS) 17
CHAPTER 2: MUNICIPAL PROFILE & SITUATIONAL ANALYSIS 18
2.1. INTRODUCTION 18 2.2. GEOGRAPHIC LOCATION AND SIZE 18 2.3. POPULATION SIZE AND DISTRIBUTION 19 2.3.1. POPULATION SIZE AND DENSITY 19 2.3.2. GENDER DISTRIBUTION 20 2.3.2. AGE DISTRIBUTION 21 2.3.3. RACIAL DISTRIBUTION 21 2.4. SOCIO-ECONOMIC ANALYSIS 22 2.4.1. ECONOMIC SECTORS AND THEIR PERFORMANCE 22 2.4.2. INCOME LEVELS 22 2.4.3. POVERTY LEVELS 22 2.4.4. EMPLOYMENT LEVELS AND TRENDS 23 2.4.5. DEPENDENCY ON SOCIAL GRANTS 24 2.4.6. EDUCATION 24 2.4.7. HEALTH 25 2.4.8. HIV /AIDS 26
Page 1 of 124 2.4.9. SAFETY AND SECURITY 26 2.5. SPATIAL ANALYSIS 27 2.5.1. HOUSEHOLDS 27 2.5.2. SETTLEMENT PATTERNS 27 2.5.3. TENURE AND LAND OWNERSHIP 27 2.5.4. LAND DEVELOPMENT ADMINISTRATION 28 2.5.5. HOUSING DEVELOPMENT 28 2.6. BIOPHYSICAL ENVIRONMENTAL ANALYSIS 29 2.6.1. TOPOGRAPHY 29 2.6.2. CLIMATE 29 2.6.3. GEOLOGY AND SOILS 29 2.6.4. ENVIRONMENTAL SITUATION 30 2.6.5. BIODIVERSITY 31 2.7. INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY 32 2.7.1. INFRASTRUCTURAL SERVICES 32 2.7.2. COMMUNITY SERVICES AND FACILITIES 36 2.8. ECONOMIC DEVELOPMENT ANALYSIS 38 2.8.1. LOCAL ECONOMY 38 2.8.2. ECONOMIC SECTORS 38 2.9. INSTITUTIONAL ANALYSIS 44 2.9.1. ORGANOGRAM 44 2.9.2. EMPLOYMENT EQUITY 46 2.9.3. SKILLS DEVELOPMENT 46 2.9.4. PERFORMANCE MANAGEMENT SYSTEM (PMS) 47 2.9.5. POLICIES 47 2.10. FINANCIAL VIABILITY 48 2.10.1. BUDGET 48 2.10.2. INCOME ALLOCATIONS AND SOURCES 48 2.10.3. BILLING AND PAYMENT OF RATES 48 2.10.4. PROVISION OF FREE BASIC SERVICES 49 2.11. GOVERNANCE ANALYSIS 49 2.11.1. POLITICAL STRUCTURE 49 2.11.2. INTERGOVERNMENTAL RELATIONS (IGR) 50 2.11.3. PARTNERSHIPS AND STRATEGIC RELATIONSHIPS 50 2.11.4. PUBLIC (COMMUNITY) PARTICIPATION AND COMMUNICATION 50 2.11.5. INSTITUTIONAL GUIDELINES 51 2.11.6. IDENTIFICATION OF THE KEY ISSUES 51 2.11.7. PRIORITY ISSUES 51 2.12. CONCLUSION 52
CHAPTER 3: VISION, MISSION STATEMENT & STRATEGIC OBJECTIVES 53
3.1. INTRODUCTION 53 3.2. VISION 2017 53 3.3. MISSION STATEMENT 53 3.4. STRATEGIC GOALS 54 3.5. STRATEGIC OBJECTIVES AND STRATEGIES 55
CHAPTER 4 PROGRAMMES / PROJECTS FOR MUNICIPAL IMPLEMENTATION 62
4.1. INFRASTRUCTURE DEVELOPMENT & MUNICIPAL SERVICES 62 4.1.1. WATER SERVICES AUTHORITY (WSA) 62 4.1.1. PROJECT MANAGEMENT UNIT (PMU) 65 4.1.3. WATER SERVICES PROVISION (WSP) 67 4.1.4. EXPANDED PUBLIC WORKS PROGRAMME (EPWP) 68 Page 2 of 124 4.2. CORPORATE SERVICES 70 4.2.1. HUMAN RESOURCES MANAGEMENT 70 4.2.2. ADMINISTRATION SUPPORT 70 4.2.3. LEGAL SERVICES 70 4.2.4. INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) 71 4 .3. BUDGET AND TREASURY 72 4.4. COMMUNITY DEVELOPMENT SERVICES 74 4.4.1. DISASTER MANAGEMENT 74 4.4.2. FIRE AND RESCUE 75 4.4.3. MUNICIPAL HEALTH 75 4.4.4. ISD & CUSTOMER CARE 76 4.4.5. SPORTS, ARTS, CULTURE, RECREATION, HERITAGE AND MUSEUMS 76 4.4.6. THUSONG CENTRE 77 4.5. OFFICE OF THE MUNICIPAL MANAGER 77 4.5.1. COMMUNICATIONS 77 4.5.2. IGR AND INTERNATIONAL RELATIONS (IGIR) 78 4.5.3. INTERNAL AUDIT 78 4.5.4. RISK MANAGEMENT UNIT 79 4.5.5. SPECIAL PROGRAMMES UNIT 79 4.5.6. PUBLIC PARTICIPATION UNIT 79 4.5.7. CHIEF WHIP’S OFFICE 80 4 .6. ECONOMIC DEVELOPMENT & PLANNING 81 4.6.1. LOCAL ECONOMIC DEVELOPMENT 81 4.6.2. ALFRED NZO DEVELOPMENT AGENCY 81 4.6.3. DEVELOPMENT PLANNING 82
CHAPTER 5 HIGH LEVEL SPATIAL DEVELOPMENT FRAMEWORK (SDF) 83
5.1. EXECUTIVE SUMMARY 83 5.2. SPATIAL PLANNING MANDATE 83 5.3. NATIONAL DEVELOPMENT PLAN (NDP) 83 5.4. ENVIRONMENTAL MANAGEMENT 84 5.5. SPATIAL PLANNING 85 5.6. REGIONAL ACCESS 86 5.7. LAND USE PATTERNS 86 5.8. LAND OWNERSHIP PATTERNS 86 5.9. COMMUNAL L AND 87 5.10. LAND TENURE UPGRADING 87 5.11. BULK INFRASTRUCTURE (WATER AND SANITATION) 87 5.11.1. SANITATION 87 5.11.2. WATER 88 5.12. SPATIAL ECONOMY 88 5.13. IMPACT OF BOUNDARY RE – DEMARCATION 89 5.14. UNDER-DEVELOPED URBAN CENTRES 89 5.15. SPATIAL PLANNING PRINCIPLES 89 5.16. SPATIAL FRAMEWORK 89 5.17. SPATIAL RESTRUCTURING 90 5.17.1. PRIMARY NODE 90 5.17.2. SECONDARY NODES 90 5.17.3. TERTIARY NODES 90 5.17.4. H I E R A R C H Y O F D E V E L O P M E N T C O RR I D O R S 91 5.17.5. PRIMARY CORRIDOR 91 5.17.6. SECONDARY CORRIDORS 92 5.17.7. TERTIARY CORRIDORS 92 5.17.9. PROPOSED WILD COAST TOLL ROUTE 93
Page 3 of 124 CHAPTER 6 SECTOR PLANS AND SECTOR CO-ORDINATION 94
6.1. INTRODUCTION 94 6.2. LIST OF SECTOR PLANS AND UPDATE 94 6.3. MUNICIPAL SECTOR POLICIES 95
CHAPTER 7 CONCLUSION 97
ANNEXURE 1: PROGRAMMES / PROJECTS FROM SECTOR DEPARTMENTS AND LOCAL MUNICIPALITIES 98
DEPARTMENT OF PUBLIC WORKS - BUILDINGS 98 MATATIELE LOCAL MUNICIPALITY 98 UMZIMVUBU LOCAL MUNICIPALITY 98 NTABANKULU LOCAL MUNICIPALITY 98 MBIZANA LOCAL MUNICIPALITY 98 ROADS 99 PROVISION OF ROADS INFRASTRUCTURE: MATATIELE 99 PROVISION OF ROADS INFRASTRUCTURE: UMZIMVUBU 99 PROVISION OF ROADS INFRASTRUCTURE: NTABANKULU 99 PROVISION OF ROADS INFRASTRUCTURE: MBIZANA 100 PROVISION OF ROADS INFRASTRUCTURE DISTRICT 100 EASTERN CAPE PARKS AND TOURISM AGENCY 101 DEPARTMENT OF SOCIAL DEVELOPMENT 101 DEPARTMENT OF HEALTH 103 DEPARTMENT OF ENVIRONMENTAL AFFAIRS 104 DEPARTMENT OF SPORTS RECREATION AND CULTURE (DSRAC) 104 DEPARTMENT OF HUMAN SETTLEMENTS______106 DEPARTMENT OF COMMUNITY SAFETY AND LIASON______108
LOCAL MUNICIPALITIES 112 UMZIMVUBU LOCAL MUNICIPALITY (INTERNAL) 112 MBIZANA LOCAL MUNICIPALITY (INTERNAL) 113 MATATIELE LOCAL MUNICIPALITY (INTERNAL) 115 NTABANKULU LOCAL MUNICIPALITY (INTERNAL) 117
ANNEXURE 2: DRAFT ORGANOGRAM 2014 -2015 123
ANNEXURE 3: COUNCIL RESOLUTION 12498
Page 4 of 124 EXECUTIVE MAYOR’S FOREWORD
It is worth noting that, through our concerted effort to turn around the municipality, all the negative factors that manifested themselves as inhibiting factors that impeded our improvement plans are far outweighed by the positive things that are within our means to be optimally utilised for the benefit and improvement of our municipality. CLLR. EUNICE DIKO Of critical importance is the urgent need for our EXEFCUTIVE MAYOR municipality to strike a balance between obtaining a ANDM clean audit report and providing effective and sustainable services to our communities. To achieve this equilibrium, the municipality has developed good As the Executive Mayor of the District Municipality, I policies that will assist in the implementation of its plans, have a mandate to fulfill all the objectives expected of whilst ensuring that all the implementation activities by this position and most importantly to ensure that I take individual, departments and the organisation as a a lead in championing the delivery of basic services to whole are beyond reproach and measurable. all our communities, irrespective of their political As the leadership of this municipality, we have taken a affiliations. The community of Alfred Nzo District bold stand that, never again will we be viewed as Municipality must be in a position to look back and spectators or as rubber stampers on matters that can indeed be able to measure the impact that the be called to account whenever things go wrong or to municipality has made in improving their quality of life. take credited for any achievements. I will continue to As the new financial year is about to unfold our give guidance and good leadership to my fellow effectiveness and our relevance will be put to test by leaders with a clear conscience on what our roles and way of transforming our plans as enshrined in the responsibilities are. Whenever the need arises we will Integrated Development Plan into tangible intervene and never again will the municipality deliverables that can be quantified in terms of the degenerate in our presence. positive impact such deliverables have to our Whilst the desire to achieve a clean administration and communities. audit opinion by 2014 seems to be elusive, we have not Certainly, as a municipality we have made very lost hope and we will continue to strive for service meaningful inroads in the execution of our duties, excellence and to vigorously exert all our collective particularly in relation to the many challenges that this efforts in doing what is best for this municipality. municipality has gone though as a result of the The year ahead of us is full of challenges yet very numerous irregularities of the past that led to the near exciting. collapse of the municipality. With sheer determination and the inculcation of a new culture of accountability on the part of all Councillors, where in the recent past the exercise of the oversight function left a lot to be ______desired, I can give assurance to our communities that Cllr. Eunice Diko without a shadow of a doubt, winning the war against Executive Mayor poverty and corruption is inevitable.
Page 5 of 124 MUNICIPAL MANAGER’S PERSPECTIVE
communities on priorities for the coming financial year, 2014/15. Dealing with issues facing our institution moving forward, will require that tough decisions and difficult choices to be taken, something that is not easy. Notwithstanding, the challenges, we are facing as the MR. MZOBANZI SILINGA institution; I am convinced that we will overcome, so MUNICIPAL MANAGER that those who will come after us, would be proud of ANDM the strides we have made. At the end of 2012/2013, financial year, we would have made giant strides towards filling-in of critical posts as Let me take this opportunity to thank the Council of one of the steps to set administrative wheels in motion Alfred Nzo District Municipality, for entrusting me with towards acceleration of services to our communities. the responsibility of heading the administration. Critically, we need to strengthen the coordination of It is an honour and privilege that comes with a huge IGR, within our district, and other spheres of responsibility, not only to turn the situation around, but government, so as to maximize integration of service also set the municipality on the right path, towards a delivery. clean administration. As part of our effort to ensure that we strive for quality Thanks to the former Acting MM, Mr. O. Hlazo, for excellent service delivery to the communities, the holding the fort, during the transition. district municipality, launched a Customer Call Centre on the 24 August 2012, so that communities can To the management and staff, I know that change of interact, comment about our service. leadership brings anxiety and uncertainty, but this time around we must be optimistic about the future, no matter how difficult the situation might be. Our customer care call Centre is 086 000 3781. One is coming at a time looking at the prior –year I thank you. misstatements, understanding that we have been experiencing disclaimer - Opinions, for the past 4 consecutive years, meaning that we all expected to be determined, to provide all the necessary ______information and support. Mr. Mzobanzi Silinga Municipal Manager Equally, this is also a time for national elections in government, where the leadership, in the form of Honourable Councillors, will be engaging with the
Page 6 of 124 EXECUTIVE SUMMARY
Alfred Nzo District Municipality (ANDM) is located on terms of Integrated Development Plans and Budget for the north-eastern side of the Province of the Eastern 2011/12 took into consideration the proposed changes Cape and stretches from the Drakensberg Mountains, as a result of the demarcation process. Circular 54 of borders Lesotho in the North, Sisonke District the Municipal Finance Management Act of 2003 further Municipality in the East and O.R. Tambo District gives options in terms of the time period for the Municipality in the South. In preparation for the 2011 municipalities to adopt their IDPs in preparation for the Local Government Elections, the Demarcation Board in changes as a result of elections. The district terms of the Demarcation Act of 2008, as amended, municipality together with its family of local declared the changes in some municipalities (inter- municipalities resolved to adopt Option 1 where both boundaries) where some local municipalities were to IDP and Budget were adopted by the current Council be moved from other district municipalities to the at the time and the new Council endorsed the others and also the amendment of municipal wards adopted IDP and Budget of its predecessors. boundaries. Through that ANDM became one of the The District surface area has increased due to affected district municipalities where it was declared incorporation of Mbizana and Ntabankulu Local that two Local Municipalities from O.R. Tambo District Municipalities from 6858 to 11119 square kilometers and Municipality being Mbizana and Ntabankulu were is now sub-divided into four local municipalities: incorporated under ANDM in the process. The main Matatiele covering 4352 km² (39% coverage of district offices of ANDM are located in Mount Ayliff with the area), Umzimvubu 2506 km² (23% coverage of district satellite offices found in all four Local Municipalities’ area), Mbizana 2806 km² (25% coverage of district main urban centres such as Mount Frere (Umzimvubu), area) and Ntabankulu occupying 1455 km² (13% Ntabankulu, Matatiele and Mbizana. coverage of district area). Circular No. 54 of the Municipal Finance Management The process also entailed the amendment of all four Act No. 56 of 2003, gives guidance in terms of municipalities’ wards where the wards for Umzimvubu preparation and adoption periods of Municipal IDPs LM increased from 24 to 27 due to some wards from and Budgets. Then for the financial year 2011/12, Ntabankulu Municipality being incorporated under considered were the changes that took place due to Umzimvubu Local Municipality; Matatiele 24 to 26; the Local Government Elections of 2011. In terms of the Mbizana from 25 to 31 and Ntabankulu from 15 to 18 National Treasury, the affected municipalities by the wards. The changes resulted in ANDM being formed by Demarcation process, when doing their planning in a total of 102 wards.
STRUCTURE OF THE DOCUMENT
Integrated programmes and projects that the CHAPTER 1: municipality, sector departments and other Introduction and Background: stakeholders intend implementing during consecutive financial years. Outlines the legislative framework that guides planning and sets out the local government developmental CHAPTER 5: agenda that the municipality must implement. High Level Spatial Development Framework (SDF): CHAPTER 2: Sectorial Integration of Spatial Framework and Land Municipal Profile and Situation Analysis: Use Management depicting different land usages and issues in the district. Provides an overall municipal analysis, current existing level of development and background of different CHAPTER 6: components, highlights challenges and interventions which in content and context are compiled according Sector Plans and Sector Co-ordination: to the National Key Performance Areas. Integrated Plans from various sectors that promote linkage and integration of activities and resources of CHAPTER 3: the municipality, sector departments and other Vision, Mission Statement, Strategic Objectives, stakeholders. Strategies and Interventions. CHAPTER 7: CHAPTER 4: Conclusion Programmes and Projects for Municipal Implementation:
Page 7 of 124 CHAPTER 1: INTRODUCTION AND BACKGROUND
1.1. INTRODUCTION
An Integrated Development Plan (IDP) is one of the key The IDP Review for 2014 / 15 financial year has been strategies for the Local Government to address its prepared in terms of the Local Government: Municipal developmental role and mandate. It seeks to arrive at Systems Act (Act No 32 of 2000). In line with the decisions on issues such as municipal budget, land provisions of the Act, the Council adopted its IDP management, promotion of local economic Review Framework Plan by the 31st of August 2013. The development and institutional transformation in a IDP Review took into consideration the MEC comments consultative, systematic and strategic manner. During that were raised in the 2013 / 14 IDP. It is also one way 2011 / 12 financial year the Alfred Nzo District of implementing the Council Resolutions. It further, Municipality drafted a comprehensive 5-year IDP in made an invitation via the media for members of the terms of Chapter 5 of the Municipal Systems Act, 2000. public to register their interests to participate as Section 34 of the said Act requires all municipalities to organized interest groups. annually review and amend their IDPs. This has to be An IDP is a strategic plan for local government that done in accordance with an assessment of their uses the national policies and legislative imperatives to performance measurements in terms of Section 41 of analyze development challenges and propose the Act and to the extent that changing circumstances interventions for the area of a municipality’s jurisdiction. so demand.
1.2. THE LEGISLATIVE FRAMEWORK AND MANDATE INFORMING THE PLANNING PROCESS
consultation with other stakeholders such as the Provincial Department of Local Government and Traditional Affairs (DLGTA) and the Local Government (municipalities) in particular, have developed a plethora of policies and legislations to assist in realizing the developmental mandate of the local government. Municipalities are guided by these pieces of policies and legislations in developing their respective IDPs. It must also be noted that in developing the IDP the important relationship of the spheres of the government (National, Provincial and Local) in co- operative governance has to be synergized, clearly articulated and not over-emphasized. The key legislative imperatives are as follows:
Figure 1: Legislative Mandate Diagram The National Department of Co-operative Governance and Traditional Affairs (CoGTA) through massive
1.2.1. CONSTITUTION OF THE REPUBLIC OF SOUTH AFRICA, ACT 108 OF 1996
The Constitution of the Republic of South Africa (1996); Section 152 further mandates the municipalities to Chapter 7 (Sec 153) sets out the objectives of Local strive to achieve the following objectives: Government and provides that Municipalities have a To provide democratic and accountable developmental duty which entails structuring and government for local communities; managing their budget, administration and planning processes in a manner that prioritizes the basic needs To ensure the provision of services to of their communities whilst promoting social and communities in a sustainable manner; economic development within their communities. Chapter 3 deals with co-operative governance which To promote a safe and healthy environment is essential to the fulfillment of the objectives given that and; these objectives encompass a wider spectrum than the To encourage the involvement of communities functional areas of Municipalities. and community organizations in the matters of local government.
Page 8 of 124 1.2.2. MUNICIPAL SYSTEMS ACT, NO 32 OF 2000
Section 25 of the Municipal Systems Act (Act 32 of development as well as all decisions with 2000) stipulates that-: regard to planning, management and development in the municipality; Each Municipal Council must, within a prescribed period after the start of its elected binds the municipality in the exercise of its term, adopt a single, inclusive and strategic executive authority, except to the extent of plan for the development of the municipality any inconsistency between a municipality’s which- integrated development plan and national or provincial legislation, in which case such links, integrates and co-ordinates plans and legislation prevails and takes into account proposals for the development of the municipality; binds all other persons to the extent that those parts of the IDP that impose duties or affect the aligns the resources and capacity of the rights of those persons have been passed as a municipality with the implementation of the “by-law”. plan; Section 27 mandates the district municipality, in forms the policy framework and general basis consultation with the local municipalities, to adopt a on which annual budgets must be based; framework for integrated development planning, complies with the provisions of Chapter 5 of this which shall bind both the district municipality and its Act; local municipalities. Thus, Section 28 also mandates the local municipality to develop its own process plan that is compatible with national and provincial should be aligned to the framework plan of the district development plans and planning requirements municipality. binding the municipality in terms of the legislation. The Act also states that the municipality is required to review the IDP annually due to the demands of the As far as the status of an IDP is concerned Section 35 changing circumstances and performance states that an IDP adopted by the council of a measurements of the existing level of development. municipality- The IDP is for a five-year period, unless decided is the principal strategic planning instrument otherwise by the Council to adopt the IDP of its which guides and informs all planning and predecessors for another five-year period.
1.2.3. MUNICIPAL STRUCTURES ACT, NO 117 OF 1998
The Municipal Structures Act of 1998 (as amended) With regard to the above statement for instance, the makes provision for the division of powers and functions function of Water and Sanitation as well as the between the district and local municipalities. It assigns maintenance of water infrastructure is still the function the district wide functions to the district municipalities of the district. Whilst the Local Municipality is responsible and most day to day service delivery functions to the for Planning, it is also reliant on the District for advice local municipalities. The provincial MECs are and support. Amongst other things the powers and empowered to adjust these powers and functions functions of the municipalities are as follows: according to the capacity of the municipalities to deliver services. Table 1: Powers and Functions Local Functions District functions Shared Functions
Fire Fighting Services Facilities for the Local Tourism Building Regulations Accommodation, Care and Municipal Airports Child Care Facilities Burial of Animals Municipal Health Services Municipal Public Transport Pontoons, Ferries, Jetties, Fences and Fencing Potable Water Cemeteries, Funeral Parlors and Piers and Harbors Local Amenities Sanitation Crematoria Storm Water Management Local Sport Facilities Air Quality Management Markets Systems in Built up Areas Municipal Parks and Recreation Licensing and Control of Municipal Abattoirs Trading Regulations Undertakings that sell food to Pounds Municipal Roads Street Lighting the public Public Places Refuse Removal, Refuse Dumps Traffic and Parking Street Trading and Solid Waste Development Planning
Page 9 of 124 1.2.4. MUNICIPAL FINANCE MANAGEMENT ACT (MFMA), NO 56 OF 2003
Section 21 of the MFMA stipulates that the mayor of a The annual review of – municipality must; a) The IDP in terms of section 34 of the Municipal Coordinate the processes for the annual Systems Act (MSA) and budget and for reviewing the municipality’s IDP b) The budget related policies. and budget – related policies to ensure that the tabled budget and any revisions of the IDP The tabling and adoption of any amendments and budget related policies are mutually to the IDP and budget related policies and consistent and credible. Any consultative process forming part of the At least 10 months before the start of the processes referred to in subparagraph (i), (ii) budget year, table in the municipal council a and (iii). time schedule outlining key deadlines for-:
The preparation, tabling and approval of the annual budget;
1.2.5. LOCAL GOVERNMENT: MUNICIPAL PLANNING AND PERFORMANCE MANAGEMENT REGULATIONS, 2001
To develop further guidelines and clarity in the issues of set out in detail the requirements for IDPs and IDP, regulations were issued in 2001. The Municipal Performance Management System (PMS). Planning and Performance Management Regulations
1.2.6. DISASTER MANAGEMENT ACT, NO 57 OF 2002
The Disaster Management Act, aimed to provide the disaster management centers of both the province integrated and coordinated disaster management and municipality must immediately; policy, in which the main features of disaster initiate efforts to assess the magnitude and severity or management are described as preventing or reducing potential magnitude and severity of the disaster; the risk of disasters, mitigation the severity of disasters, emergency preparedness, rapid and effective inform the national centers of the disaster and its initial response to disasters and post disaster recovery and assessment of the magnitude and severity or potential rehabilitation. magnitude and severity of the disaster; The Disaster Management Act provides for the alert disaster management role-players in the province declaration of disasters through national, provincial that may be of assistance in the circumstances and; and local government spheres. In the case where Provincial and Local authorities have determined that initiate the implementation of any contingency plans a disastrous drought occurred or threatens to occur, and emergency procedures that may be applicable in all circumstances.
Page 10 of 124 1.3. POLICY DIRECTIVES AND MANDATES INFORMING IMPLEMENTATION
Alignment of government policies and plans is crucial in past as these should be used in our implementation strategic planning. Therefore, the relevant binding and and proposed interventions, hence they give us the non-binding national and provincial policies including, mandate and roll out the content and context for the programmes and strategies need to be considered in focus on the proposed municipal development the municipal development planning process and agenda, such as the following:- interventions. Also included are resolutions from key stakeholders’ engagements conducted in the recent
1.3.1. NATIONAL DEVELOPMENT PLAN (NDP)
The National Planning Commission (NPC) has been planning at a local level. In view of the rural nature established and tasked inter alia with the formulation and underdevelopment that characterises the ANDM, of a long term strategic plan for the South Africa. The only the following are considered: plan will articulate a long term vision and a plan for its The New Growth Path. implementation. It will shape government’s service delivery and development programmes, and guide Comprehensive Rural Development Strategy spatial transformation. and the associated programme. In the interim, the national government has adopted The Comprehensive Plan for the Development various sector based policy frameworks. The majority of Sustainable Human Settlements. of these have serious implications for spatial
1.3.2. COMPREHENSIVE RURAL DEVELOPMENT PROGRAMME (CRDP)
The CRDP seeks to maximize the use and management In line with the CRDP, ANDM SDF will, in the short to of natural resources to create vibrant, equitable and medium term, prioritize the revitalization of rural towns, sustainable rural communities. This includes: stimulation of agricultural production with a view to contributing to food security, and aggressive Contributing to the redistribution of 30% of the implementation of land and agrarian reform policies. In country’s agricultural land; the long-term, it will provide for the transformation of Improving food security of the rural poor; and rural settlements into efficient, generative and sustainable settlements. This includes the protection Creation of business opportunities, de- of natural resources and identification of areas with congesting and rehabilitation of over-crowded potential for investment and job creation. former homeland areas.
1.3.3. COMPREHENSIVE PLAN FOR THE DEVELOPMENT OF SUSTAINABLE HUMAN SETTLEMENTS
The Comprehensive Plan for the Development of Progressive informal settlement eradication; Sustainable Human Settlements (2004) promotes the Promoting densification and integration in achievement of a non-racial, integrated society urban centres; through the development of sustainable human settlements and quality housing. This program seeks to Enhancing spatial planning in both urban and use housing delivery as a means for the development rural contexts; of sustainable human settlements in support of spatial restructuring. It moves beyond the provision of basic Enhancing the quality and location of new shelter towards achieving the broader vision of housing projects; integrated, sustainable and economically Supporting urban renewal programmes; and generative human settlement systems at both local and regional scales. The following a r e Developing social and economic fundamental tenets and underlying principles of this infrastructure. new approach:
Page 11 of 124 1.3.4. PROVINCIAL SPATIAL DEVELOPMENT PLAN (PSDP)
PSDP embraces the national spatial planning district and smaller towns (villages and principles, and advocates, inter alia, for the following: settlements); Optimum conservation of environmentally Developing an efficient and accessible sensitive areas and indigenous forestry; transportation networks; Development of the five major Spatial Development Initiatives; and tourism/recreational areas in the province Fostering small-scale agriculture as the including the Maluti Route; cornerstone of a rural development Development of nodal points including towns programme.
such as Mt Frere, Mt Ayliff, Bizana, etc; Adoption of a hierarchy of settlements linked to the three investment levels namely regional,
1.3.5. PROVINCIAL GROWTH AND DEVELOPMENT PLAN (PGDP)
The Eastern Cape PGDP 2004 - 2014 provides a development and public sector institutional strategic framework, sectoral strategies and transformation. It is thus critically important for the programmes aimed at rapid improvement in the ANDM to pursue spatial transformation and quality of life for the poorest people of the development within the context of the PDGP, and to province. It sets out a vision with sequenced and advance the aims and objectives of this overarching quantified targets in areas of poverty eradication, strategy and provincial development vision: agrarian transformation, economic growth
(diversification manufacturing and tourism potential), infrastructure development, human resource
1.3.6. POWERS AND FUNCTIONS OF THE MUNICIPALITY
The Alfred Nzo District Municipality executes amongst Environmental Management others the following functions and powers: Financial Management and revenue Integrated Development Planning for the collection through services it renders to district as whole including the communities, business and government departments and distribution of grants to local Framework Plan for IDPs for local municipalities municipalities. within its area of jurisdiction. Promotion of Local Tourism for the district. The district is a Water Service Authority (WSA) and therefore provides Bulk and Promotion of Local Economic Development. Potable water supply as well as both rural and Functions not yet provided by the district are: urban sanitation Municipal Abattoirs Municipal Health Services s Municipal Public Transport Fire and Rescue Services as well as Disaster Municipal Airport Service Risk Management The implementation of Expanded Public Works Programme (EPWP).
Page 12 of 124 1.3.7. OVERVIEW OF THE IDP FRAMEWORK AND PROCESS PLAN FOR 2014/15
The Alfred Nzo District Municipality prepared and by the 31st of August 2013. It outlines roles and adopted its IDP Framework and Process Plan 2014/15 responsibilities as summarized below:
Table 2: Framework Plan 2013/14
Structure(s)/Person Roles & Responsibilities
Adopts a n d a p p r o v e t h e IDP F r a m e w o r k a n d P r o c e s s Plans. Council Responsible for the overall management, coordination and monitoring of the IDP development processes. Approves the municipal budget and other IDP Sector Plans and Policies in line with the IDP.
Gives direction on Process Plan for IDP development Executive Mayor Provides political guidance and leadership for both IDP and the budget processes.
Responsible for providing the overall management, coordination a n d monitoring of the process of the Members of Mayoral IDP Development. Committee Recommends the approval of the IDP to Council
Manages and coordinates the whole process. Ensures that all departments fit in the organizational vision. Ensures that resources are allocated accordingly and well managed. Chairs the IDP management committee. Municipal Manager Ensures that performance management and evaluations are done on a quarterly basis. Ensures that sufficient funding is provided on the budget for projects as per IDP; Records realistic revenue and expenditure projections for current and future years; Take cognisance of national, provincial budgets, DORA and national fiscal and macro-economic policy.
Represents the interests of the constituencies in the IDP Planning and Review Processes. Ensures communication and participation from all stakeholders in municipal planning and decision making. IDP Representative Forum To contribute by providing relevant information on provincial sector department plans, programmes, budgets, objectives, strategies and projects. Assists in projects and budgeting linkages or alignments.
Participate in the IDP Rep Forum Communities Identify a n d p r i o r i ti e s t h e i r n e e d s t h r o u g h g u i d a n c e by municipalities. Discuss and comment on the draft IDP and Budget documents
Participate and ensures inclusion of their projects and programmes in the IDP of the municipality Private Sector Provide information on the opportunities that the communities may have in the private sector.
Traditional Leaders Traditional Leaders should work closely with ward councilors to identify priority developmental issues within their communities Other Community Organisations (FBOs, Facilitate community consultation in collaboration with ward councilors CBOs, Interested Participate in t h e p r o c e s s to e n s u r e t h a t i n t e r e s t s of structures they represent are Groups etc.) considered within the municipal planning process (IDP and Budget).
The ANDM further presented its Framework and Process plan of action on activities to be performed and time Plan to its local municipalities and stakeholders frames. including government / sector departments. The said plan outlines the roles and responsibilities as well as
Page 13 of 124 1.3.8. CONSIDERATION OF MEC’S (DLGTA) COMMENTS FOR IDP REVIEW 2013 / 14.
As required in terms of Section 32 (a) of the Municipal obtained. In summary the municipal IDP 2013/14 was Systems Act of 2000, ANDM submitted its adopted IDP declared to be credible as it was rated high in as reviewed for 2013/14 to the MEC for DLGTA. The accordance with the Department’s rating criteria. district municipality further participated in the IDP The overall assessment scorings are summarized Assessment process which was facilitated by the Office below: of the MEC and subsequently comments were
Table 3: MEC Comments KPA RATING 2010/11 RATING 2011/12 RATING 2012/13 RATINGS 2013/14
Spatial Development Framework High High High High Service Delivery Medium High High High Financial Viability High Medium Medium High Local Economic Development High High High High Good Governance & Public Participation High High High High Institutional Arrangements Medium Medium High Medium
OVERALL RATING HIGH HIGH HIGH HIGH
In summary the MEC’s Comments reflected the Importance of adherence to IDP legislated following: timeframes regarding commencement and completion of IDP processes. IDP Manager to report directly to the Municipal Manager in case there is no The status of their infrastructure licensing issues with Strategic Manager. DWA should be included within their IDP Municipal responses to public petitions have In improving its accountability to public petitions the not been very encouraging. municipality has established a Customer Care Unit and has enforced it with personnel including the The Audit opinions that the municipality has been Manager. The municipality during the development of obtaining should be reflected in the IDP and the the IDP has strived to adhere to all legislated actions to turn around the situation to be reflected. timeframes as they are contained within the IDP Framework and Process Plans.
Page 14 of 124 1.4. OTHER NEW APPROACHES BY GOVERNMENT
1.4.1. OUTCOME BASED APPROACH
The Alfred Nzo District Municipality in the process have some bearing or impact on the local government considered other new approaches by the government functioning are seriously considered by the in terms of improving the service delivery mandate. municipalities. Furthermore, the municipality The Cabinet Lekgotla held from 20 to 22 January 2010 anticipated playing a major role in the achievements adopted 12 Outcomes approach that strategically of the outcomes as they are to be implemented by address the main strategic priorities for the government (sector) departments but implementation government. Each outcome has a number of outputs, will be happening at local municipal level. sub-outputs and clear targets. Municipalities will be in a position to measure the impact of the outcomes at local community levels and These strategic outcomes and outputs became the can further advise the departments or custodians of strategic focus of the government up to 2014. The such outcomes. The 12 Government outcomes are ANDM considered very crucial during the planning summarized below: process for 2011/12 and beyond that outcomes that
Table 4: The 12 National Outcomes
No. OUTCOME OUTPUT
Improve quality of teaching and learning Regular assessment to track progress Improve the quality of basic Improve early childhood development 1 education A credible outcomes-focused accountability system Improve quality of teaching and learning Increase life expectancy to 58 for males and 60 for females Improve health and life Reduce maternal and child mortality rates to 30-40 per 1000 births 2 expectancy Combat HIV/Aids and TB Strengthen health services effectiveness Reduce overall level of crime An effective and integrated criminal justice system Improve perceptions of crime among the population All people in South Africa 3 Improve investor perceptions and trust protected and feel safe Effective and integrated border management Integrity of identity of citizens and residents secured Cyber-crime combated Faster and sustainable inclusive growth
Decent employment More labour-absorbing growth Strategy to reduce youth unemployment 4 through inclusive economic Increase competitiveness to raise net exports and grow trade growth Improve support to small business and cooperatives Implement expanded public works programme A credible planning institutional mechanism A skilled and capable Increase access to intermediate and high level learning programmes 5 workforce to support inclusive growth Increase access to occupation specific programmes (especially artisan skills training) Research, development and innovation in human capital Improve competition and regulation Reliable generation, distribution and transmission of energy An efficient, competitive Maintain and expand road and rail network, and efficiency, capacity 6 and responsive economic infrastructure network and competitiveness of sea ports Maintain bulk water infrastructure and ensure water supply Information and communication Technology Benchmarks for each sector Vibrant, equitable and Sustainable agrarian reform and improved access to markets for small farmers sustainable rural 7 Improve access to affordable And diverse food communities and food security Improve rural services and access to information to support livelihoods Page 15 of 124 No. OUTCOME OUTPUT
Improve rural employment opportunities Enable institutional environment for sustainable and inclusive growth Accelerate housing delivery Sustainable human Accelerate housing delivery 8 settlements and improved quality of household life Improve property market More efficient land utilisation and release of state-owned land Differentiate approach to municipal financing, planning and support A response and, Community work programme Support for human settlements accountable, effective and 9 Refine ward committee model to deepen democracy efficient local government system Improve municipal financial administrative capability Single window of coordination Enhance quality and quantity of water resources Reduce greenhouse gas emissions; Protection and enhancement of mitigate climate change impacts; 10 environmental assets and improve air quality natural resources Sustainable environment Management Protect biodiversity
A better South Africa, a Enhance the African agenda and sustainable development 11 better and safer Africa and Enhance regional integration Reform global governance institutions world Enhance trade and investment between South Africa and partners Improve government performance
A development-orientated Government-wide performance monitoring and evaluation 12 public service and inclusive Conduct comprehensive expenditure review citizenship Information campaign on constitutional rights and responsibilities Celebrate cultural diversity
While Alfred Nzo District Municipality considers all the Nzo District Municipality will strive to achieve objectives National Outcomes very important, it is important that and delivery outputs of Outcome 9 as it is considered more focus is paid towards outcomes 4, 5, 6, 7, 9, 10, the most critical outcome that has more direct role of 11 and 12 as they have a direct involvement or role to local government. be played mainly by the Local Government. Alfred
Page 16 of 124 1.4.2 NEW GROWTH PATH
The new growth path of 2010 is a statement of Strong social dialogue to focus all government’s commitment to forging a developmental stakeholders on encouraging growth in consensus. It is meant to lead the way by: employment-creating activities. Identifying areas where employment It contains policies that speak to industry, rural creation is possible on a large scale as a development, competition, education and skills result of substantial changes in conditions in development, enterprise development, BBBEE, labour South Africa and globally. and technology Developing a policy package to facilitate These are to be expressed through job drivers in the employment creation in these areas, above form of spatial development, social capital, new all through: economies and the main economic sectors. A comprehensive drive to enhance both social The success of the new growth path is hinged on equity and competitiveness; interventions in key sectors. These are infrastructure, agricultural value chains, mining, the green economy, Systemic changes to mobilise domestic manufacturing sectors, which are included in the investment around activities that can create second Industrial Policy Action Plan (IPAP2), tourism sustainable employment; and and certain high-level services.
1.4.3. EASTERN CAPE RURAL DEVELOPMENT STRATEGY (RDS)
The Eastern Cape RDS is a sustained and A marked need for improved food security, long-term programmatic intervention in response to based on agrarian transformation linked to endemic poverty in the province. It is premised on the indigenous ways of life belief that through self organisation of communities, Past initiatives, that have had mixed fortunes government, the private sector and other actors in in their ability to deliver a lasting impact on the developmental arena, inroads can be made in rural development the fight against chronic poverty in the province. The rationale for a rural development strategy that caters In order to achieve the dual goals of transformed rural for specific needs of the province can be found in the areas that are socially and economically developed, status of: and a conducive institutional environment for rural development, the following pillars will give Structural factors that lead to effective articulation to the rural development marginalisation of societies and inequality strategy: of opportunities Land Reform The historical political economy, whose legacy in rural hinterlands is experienced through low Agrarian Transformation levels of economic integration Non-farm rural economy Land and agrarian relations, which give rise to a skewed distribution of natural resources Infrastructure development Settlement and migration patterns that lead Social and human development to a divide between rural and urban areas Enabling Environment
Page 17 of 124 CHAPTER 2: MUNICIPAL PROFILE & SITUATIONAL ANALYSIS
2.1. INTRODUCTION
The analysis phase aims to assess the existing level of resources available and areas requiring enforcement in development within the Municipality through analysis terms of capacity building in order for the of the prevailing environment and the impact of the municipality to discharge its mandate. The analysis prevailing environment on the inhabitants of the therefore allows the municipality to craft smart municipality. It also facilitates the identification and objectives and targets that are achievable and analysis of the environmental challenges facing the appropriate strategies or strategic approaches that will Municipality and allows the Municipality to accurately enable the municipality to turn around the situation. come up with strategies and means to address these The overall situation will therefore allow the challenges. The municipality needs to take into municipality to prioritize projects (short term) that will consideration of various sector plans that will give immediately make meaningful impact on lives of direction when the municipality develops its strategic residents immediate and long-term projects that will approaches. ultimately change the overall situation within the municipality and immediate adjacent district The analysis also allows the municipality to determine its municipalities. existing capacity and capability in terms of human
2.2. GEOGRAPHIC LOCATION AND SIZE
Map 1: Provincial Map Map 2: Locality Map
The Municipality as a result of Demarcation processes now shares a jurisdiction with the Matatiele, Umzimvubu, Ntabankulu and Mbizana Local Alfred Nzo District Municipality is situated in the North Municipalities. The Alfred Nzo District comprises 11119 Eastern corner of the Eastern Cape Province. It 2 stretches from the Drakensberg Mountains, borders km and sizes up to four local municipalities as Lesotho in the West, Sisonke District Municipality to summarized below: the North and O.R. Tambo District Municipality in the Table 5: Geographic Composition of ANDM East and South. 2 Municipality Area Km % of the District Area Matatiele 4352 39 Umzimvubu 2506 23 Ntabankulu 1455 13 Mbizana 2806 25 Alfred Nzo 11119 100
Population growth within Alfred Nzo has substantially increased over the years. This has been purely influenced by the changes on the administrative boundaries of the district in2006 and in 2011. During early 2000, the district population was comprised of Umzimvubu and Umzimkhulu Municipal Population. Page 18 of 124 After the 2006 elections, Alfred Nzo District increased Municipality is predominantly mountainous in the in geographical space to include Matatiele Local eastern and central areas with large tracts of Municipality which increased the area’s population grasslands in the north-western section. to 479 591 persons. Umzimkhulu was moved to The municipal area is predominantly rural with large Sisonke District in KwaZulu-Natal. The recent number of villages scattered across the district. The N2 demarcation following 2011 local government highway between Kokstad, located in Sisonke District elections has resulted in Alfred Nzo District Municipality Municipal area and Mthatha transects the most central obtaining two additional local municipalities (i.e. part of the district. This route serves as the main linkage Ntabankulu and Mbizana). This has further increased road from Kokstad through the central section the area’s population to approximately 900 491 of OR Tambo District Municipality to East London. persons. However, it is essential to note that currently Kokstad is some 37km from Mount Ayliff and 80km from the total population of ANDM is approximately 804 500. Matatiele, and serves as an important commercial The geographical area has also increased from 6858 linkage town which is located outside of the ANDM. 2 2 km to 11 119 km . The district economy is characterized by limited formal Table 6: Local Municipalities and Key Towns in ANDM economic activity and high dependency on the Local Municipality Towns public sector for employment and social grants. Its proximity to the more developed towns of KwaZulu Mount Ayliff Umzimvubu Natal such as Kokstad results in consumer spending Mount Frere leakage of funds outside of the district into the nearby Matatiele Sisonke and UGU District Municipal areas. This scenario has resulted in the district municipality embarking on a Matatiele Maluti project of undertaking District Economic Leakage Cedarvillle Analysis which shall inform the municipal strategic approach to turn around the situation in terms of Ntabankulu Ntabankulu getting its economy base increased through circulation Mbizana Bizana within its own area. TOTAL 07 Towns The population of Alfred Nzo is unevenly distributed amongst the four local municipalities. Mbizana has The District falls within the Umzimvubu River Basin. The the highest population such that approximately 35.1% terrain is largely mountainous and extends to more of the people within the district reside within it. This is than 1000m above sea level and rises to the followed by Matatiele which accommodate Drakensberg Mountains on the border of Lesotho. On approximately 25.4% of the population. A substantial average the altitude ranges between 700-800m above amount of the population also resides within sea level. It has steep river valleys. The northern areas Umzimvubu as well such that approximately 24% of the below the escarpment have extensive wetlands district population accounts for Umzimvubu population. which are not fed by flowing water or rivers. Rainfall is Ntabankulu accounts for 15.4% of the population which relatively high at 900-1500 mm annually and implies that it is the area with least population within increasing near the escarpment with excellent Alfred Nzo. agricultural soils near the rivers. The Alfred Nzo District
2.3. POPULATION SIZE AND DISTRIBUTION
2.3.1. POPULATION SIZE AND DENSITY
According to the Eastern Cape Socio-Economic District Overall District population Review & Outlook 2014 the total population of the Municipality Percentage Eastern Cape Province is 6, 590 629 people. The Metro following table provides a breakdown of the population per district. Total 6 590 629 100 Source; Eastern Cape Socio-Economic Review & Outlook 2014 Table 7: Population per District District Overall District population The Alfred Nzo District now has a total population of Municipality Percentage 804 500 (as a result of changes) which accounts for Cacadu 457 340 6,9% 12,2% of the Provincial population, however other data sources indicate that the population of the district is Amathole 885 500 13’4% above 910 000 persons. Chris Hani 794 670 12,1% Statistically the situation indicates an average of 5 Joe Gqabi 350 470 5,3% persons per households. Statistically, the population O.R. Tambo 1 372 000 20,8% density of the district is low which implies that there is a lot of land not occupied by residential or any other Alfred Nzo 804 500 12,2% physical development. The average population Buffalo City 760 704 11,5% density for the district is approximately 75 persons per Nelson Mandela 1 165 445 17,7% square kilometer. The population density of Matatiele Page 19 of 124 Local Municipality is 59 persons per square kilometer; it is further highlighted that the growth will be possible the population density of Umzimvubu Local influenced by migration of people within the province Municipality is 88 persons per square kilometer; the combined with increasing birth rate to some extent. population density of Mbizana Local Municipality is The current migratory trends appear to indicate the approximately 100 persons per square kilometer and majority of these people will be living in the coastal the population density of Ntabankulu Local belt and central to the eastern region of the Municipality is approximately 97 persons per square Province where Alfred Nzo DM is located. This kilometer. Matatiele Local Municipality therefore has scenario requires proper l on g -term p l an n i n g a significantly larger area than all other three local e s p e ci al l y in t e r ms of infrastructure development municipalities. and spatial planning to cater for such future growth. Map 3: District Population Density Map 4: Settlement Change Trends
Source: Economic Leakages Analysis Study 2011/12 The recently reviewed Provincial Spatial Development Plan (PSDP) (2010/11) indicates that the population of Source: EC PSDP 2010 the Eastern Cape is expected to grow with approximately 450 000 in the next 15 years. While the indication is based on the provincial estimated growth,
2.3.2. GENDER DISTRIBUTION
The Alfred Nzo population is predominantly female. Figure 2: Gender Distribution Females constitute approximately 54. % of the population while males constitute 45% and this is a replica of the previous situation before the incorporation of Mbizana and Ntabankulu Local Municipalities. Municipal planning must take into consideration the issue of this gender balance. The Municipality acknowledges this through inclusion of the needs of women and gender issues in its programmes for special groups. This approach by the district municipality is in line with Global Approach on meeting Millennium Development Goals by 2014.
Source: Statistics South Africa: Census 2011
Page 20 of 124 2.3.2. AGE DISTRIBUTION
At Provincial level 60.2% of the population is under the Table 8: Age Distribution age of 35 years and considered to be youth. Statistics ≤15 15-64 65+ South Africa census 2011 indicates that the population of Alfred Nzo District Municipality is youthful as more 2001 2011 2001 2011 2001 2011 than 52.9% of the total population falls below the age DC44: of 35 years. Approximately 40.9% of the total 44.7 40.9 49.2 52.9 Alfred Nzo 6.1 6.2 population falls between 0-15 years of age which indicates that more youth is still dependent and EC441: 42.3 38.4 51.0 54.6 6.8 6.9 possibly still attending schools. The situation can be Matatiele attributed to possible population high growth rate and EC442: a low proportion of older people where people older 43.7 38.3 50.1 55.0 6.2 6.7 than 65 years of age only constitute 6.2% of the total Umzimvubu population. This scenario of possible high population EC443: growth rate and youthful population requires that more 47.1 44.2 47.5 50.6 5.4 5.2 Mbizana efforts are directed towards education and job creation which has topped the priorities list both EC444: 45.2 41.5 48.5 52.2 6.3 6.3 National and Provincial. Ntabankulu
The potentially economically active population (16 – Source: Statistics South Africa: Census 2011 65 years) constitutes 40% of the population. Municipal planning must take cognisance of the predominantly The high proportion of dependent youth in the district youthful population and the Municipality implies a higher burden on the economically active acknowledges this through inclusion of the needs of population. Given that a high percentage of the children and youth issues in its Programme for special economically active population is not economically groups. This approach by the municipality is in line with active this burden shifts to organs of state and places a one of the Millennium Development Goals. higher burden on municipalities and government departments such as Social Development, Health etc.
2.3.3. RACIAL DISTRIBUTION
The population of Alfred Nzo is predominantly African. while the remaining population groups constitute only African people constitute 99% of the total population 1 % of the total population.
Page 21 of 124 2.4. SOCIO-ECONOMIC ANALYSIS
The Alfred Nzo District is embattled by poor socio- economic conditions and low levels of development which is not an uncommon trend in the region.
2.4.1. ECONOMIC SECTORS AND THEIR PERFORMANCE
The figure below shows the total Gross Value Adding The district local economy is heavily reliant on the (GVA) of the district relative to that of other districts in Community Services sector which contributes 28% of the province. Alfred Nzo is the least significant the Gross Value Adding (GVA) in the District. This contributor to the provincial GVA, contributing less includes salaries and wages for government than 1% of the province’s GVA. employees such as office workers, nurses, teachers Figure 3: Sector Contribution to the District Economy and doctors. The second highest contributor to the District’s economy is Wholesale / Trade (15% of GVA). This sector is underpinned by the public sector based expenditure through government employment and social grants. The third highest contributor to the District’s economy is Agriculture (12% of GVA) and Manufacturing is the fourth highest contributor by 10% to the district economy. The contribution of the other sectors is very limited with construction contributing only6% and transport sector contributing 6.4%. This is a reflection of a relatively large number of informal taxi operators in the area.
Source: (Census 2011)
2.4.2. INCOME LEVELS
Income levels within the District are very low. Only The absence of a higher income earning class limits the 6.6% of the economically active population has an growth potential of the District in that it is this category income of more than R1601.00 per month. The that usually offers the necessary intellectual and majority of the people within the district are having financial capital to support growth. income that is less than R800 per month. Municipal planning needs to focus strongly on local economic development initiatives that will enable the community to generate income.
2.4.3. POVERTY LEVELS
Increasing levels of absolute poverty have been population lives below the poverty line. High poverty recorded in the Eastern Cape and 74% of the people levels imply a high dependency on social assistance in of the Eastern Cape live below the poverty line of R800 the form of grants. Municipal planning needs to focus or less a month. Poverty levels vary from district to strongly on poverty alleviation mechanisms. district but in Alfred Nzo approximately 40% of the
Page 22 of 124 2.4.4. EMPLOYMENT LEVELS AND TRENDS
The Alfred Nzo District has very low levels of worker discouragement. These perceptions may be employment and a high percentage of people who formed by factors including: are not economically active. This in turn accounts for the high poverty levels and low income levels. High unemployment rates impact negatively on Skills mismatch (given the educational profile of municipalities as low affordability levels result in a poor the district) payment rate for services. Large percentage of the population that is For the purposes of this section, people’s employment classified as new entrants into the labour status may be classified as employed, unemployed market (given the youthful demographic and not economically active. These statuses may be profile of the district) defined as: Barriers to entry into the job market (technical, Figure 4: Unemployment Rate by Local Municipality geographic and financial) 70.0 Low wages in the district in comparison to 60.0 wages commanded in other districts and
50.0 provinces.
40.0 The Eastern Cape Province derives income from basically three sectors:
30.0 Percentage
20.0 The primary sector made up by agriculture, forestry and fishing industry 10.0 The secondary sector dominated by 0.0 Matatiele Umzimvubu Mbizana Ntabankulu Alfred Nzo transport, construction, food industry, and Employed 61.3 54.1 56.4 49.4 56.5 wholesale industry. Unemployed 38.7 45.9 43.6 50.6 43.5 The tertiary sector dominated by community Source: Census 2011 and public sector services. Employed being people who have within the last thirty days performed work for pay. On Provincial level employment is dominated by the tertiary sector. This is reflected in the Alfred Nzo District Unemployed are those people within the where the public sector or community services economically active population who: are not accounts for the majority of specified jobs (27%). This working; want to work and are available to sector is an unlikely base for employment expansion. start work immediately; and have taken active steps to look for work or to start some form of Figure 5: Employment by Sector self-employment. Not economically active i.e. a person who is not working, not seeking work and not available for work The labour force participation rate is also very low with only 30.2% of the population of working age (aged 15 to 64) either employed or seeking employment. This is nearly half the national average and 50% of the provincial average This point to the fact that a very large portion of the potentially economic active population in the district does not seek employment because they hold no hope for being employed or they view themselves as unemployable due to low levels of skills. The following Source: Census 2011 figure provides an overview of employment levels at district level. As can be expected, the Community Services sector is the largest employer in the District (27%). This is followed A defining trait of the Alfred Nzo district is the large by employment in the Wholesale sector which is 15%. percentage of the population classified as not The third highest employer in the District is the economically active. All of the municipalities registered Agricultural sector at 12% of total employment. This average 60% of their working-age populations as not underscores the importance of agriculture as a job being economically active. This is indicative of creator despite the fact that this sector’s contribution to perceptions of limited opportunities for gainful and the District economy is very limited. permanent employment in the district leading to
Page 23 of 124 2.4.5. DEPENDENCY ON SOCIAL GRANTS
The Alfred Nzo District to some level is dependent on the population in the district are dependent on social government grants to support the welfare of its grants: population. A total of 314 489 people or 36 % of Table 9: Number of Grants per LM Municipality Grants Population Percent
Umzimvubu 79 789 220 631 36.16% Matatiele 80 493 258 758 31.11%
Mbizana 100 585 279 739 35.95%
Ntabankulu 53 622 141 358 37.93%
Alfred Nzo DM 314, 489 900 486 35.92% Source: Statistics South Africa: Census 2011
Table 10: Breakdown of Grants in each LM Child Care Foster Multiple Old age Disability Grant in Social Municipality support depende care social Total pension grant aid relief grant ncy grant grant grants
Umzimvubu 20.87% 7.43% 68.65% 1.26% 0.15% 1.38% 0.00% 0.26% 100.00% Matatiele 22.59% 5.64% 69.02% 1.37% 0.06% 0.86% 0.31% 0.16% 100.00% Mbizana 17.38% 4.76% 75.87% 1.13% 0% 0.50% 0.21% 0.12% 100.00% Ntabankulu 19.37% 4.98% 71.78% 1.20% 0.23% 1.90% 0% 0.50% 100.00%
Alfred Nzo DM 26% 8% 63% 2% 0% 1% 0% 0% 100 %
Source: Statistics South Africa: Census 2011 Most grants are child support grants (63%) followed there is little regional variation in the pattern of support by people receiving old age pensions (26%). The grants between local municipalities in the District. number of people receiving disability grants is low at According to South African Social Security Agency 10,466 considering that approximately 8% of the beneficiary report (Oct 2011) indicates that population, approximately 32 585 has at least one form beneficiaries of grants within the district stood at 247 2 970 and at estimated monthly cost of R157, 409, of disability . The table above points to the fact that which varies from month to month.
2.4.6. EDUCATION
Alfred Nzo has low education and literacy levels. 8 % Figure 6 of the population has no education while 53% have only some form of primary school education. Only 14.2% of the population have completed grade 12. Only 4% of the population has attained any higher qualification. The following figure represents the highest levels of education attained by the population over 20 years of age as at 2011 Percentage distribution of the population aged 20 years and above with no education by district municipality/metro;
Source: Statistics South Africa: Census 2011 A comparison of education levels within the same age group reveals similar trends with some variation b e t w e e n d i s t r i c t s . The following table demonstrates that number of p e r s o n s w i t h no s c h o o l i n g in Mbizana Local Municipality is significantly higher than persons with no schooling in other three Local Municipalities.
Page 24 of 124 Percentage of the population aged 20 years and Eradication of mud structures above with no education; Alfred Nzo Local S c h o o l s that need fencing Municipality: Figure 7 S c h o o l s that need toilets S c h o o l s that need major renovations S c h o o l s that need water S c h o o l s that need electricity S c h o o l s that need extension E a r l y Childhood Development Centre There are 833 schools within Alfred Nzo District. These include the primary, secondary and combined schools which are spread amongst different settlements within the local municipalities. An application of planning standards for education facilities suggests that Source: Statistics South Africa: Census 2011 1 primary school should be provided per 600 The Department of Education is responsible for households and 1 secondary school for every 1200 Education services and is actively endeavoring to households. The application of these planning improve education facilities. Its priority areas include; standards can be illustrated on the table below:
Table 11: State of Educational Facillities
Total LOCAL Primary Combined Secondary Total required based MUNICIPALITY School School School existing on standards
Mbizana 87 122 21 230 121 Ntabankulu 54 76 12 142 70 Umzimvubu 60 179 29 268 120 Matatiele 73 105 15 193 135 Alfred Nzo DM 274 482 77 833 446
Issue of school provision within the district and province level however only a few that reaches Grade 12 and at large remains a challenge in terms of number of tertiary institution. This is a major concern and it shall schools available to carter for the available not be solely a responsibility for Department of population. The provincial trend shows that there is a Education. It is a societal issue that requires all society high number of children entering school at Grade 1 structures to play a role in addressing this problem.
2.4.7. HEALTH
The Eastern Cape Department of Health is The table above indicates that the area of Alfred responsible for the provision of Health Services in the Nzo is encountering a substantial amount of backlogs Municipal area. Health Services incorporate awareness, with regards to the provision of health facilities. Based prevention, curative and rehabilitative services. on the planning standards there are 29 additional There are 7 hospitals, 1 Community Health Centre and clinics that are needed in order to meet the 65 clinics that exist within Alfred Nzo District. The requirements. There are eleven additional hospitals Department of Health also provide health services which should be built in order to meet the standards. within the district through mobile clinics to ensure that The significant challenges in the provision of health all residents have access to health services as services include: enshrined within the Constitution of the Republic. Existing Health Facilities within the district are as The provision of facilities falls short of the follows: Departments desired norms of providing all Table 12: State of Health Facilities inhabitants of the municipality with access LOCAL MUNICIPALITY CLINICS HOSPITALS to at least a primary health care facility within a radius of 5Km that have the capacity Mbizana Local Municipality 18 2 to serve between 8000 -12000 people. This is Ntabankulu Local Municipality 8 1 largely attributed to the rural nature of the Umzimvubu Local Municipality 20 2 area. Matatiele Local Municipality 19 3 Alfred Nzo DM 65 8 All facilities are short staffed and the vacancy rate is on average of 60%. This is attributed to a high staff Page 25 of 124 turnover and a lack of suitable affordable communication with no telecommunication network accommodation for staff. within the area. Clinics are unable to render the full range of services at Some clinics are underutilized and this is primarily this stage and many are hampered by lack of attributed to the perception that the aim of clinics is to provide curative and not preventative services.
2.4.8. HIV /AIDS
HIV&AIDS continues to pose a major challenge for the region which is commonly associated with HIV/AIDS people of South Africa and the Eastern Cape. and the Department is also focusing its attention on the According to the Department of Health, the HIV/AIDS management of TB. Municipal planning must take into infection rate has stabilized in the Alfred Nzo District. consideration the needs of people infected and HIV/AIDS nevertheless remains a challenge and the affected by HIV/AIDS. The Municipality has developed Department is actively concentrating on the an HIV/AIDS strategy (attached as part of sector plans) management of antiretroviral treatment of l2infected and established a District AIDS Council. people. There is a high level of Tuberculosis (TB) in the
2.4.9. SAFETY AND SECURITY
Safety and security function within the district is The majority of district crime is of a non-serious nature performed by the Department of Safety and Security. such as assault and burglary. In urban areas, crime is There are 15 police stations that exist within the driven by traffic violations (e.g. unlicensed vehicles), Alfred Nzo District. Matatiele Local Municipality has a delinquency (e.g. public drinking by the youth) and high number of Police Stations which is currently served the build form of towns (e.g. areas without street by 8 stations, Mbizana served by 4 stations and lighting). In rural areas crime is driven by poverty (e.g. Umzimvubu and Ntabankulu are served by 2 and 1 stock theft) and communal disputes. In terms of stock respectively. The current picture indicates that there is theft, Matatiele Local Municipality is most affected due a need for additional police stations within the district to its location sharing borders with Lesotho where a lot considering the population and the formation of of reported stock theft indicate the involvement of settlements where they are dispersed across the district. people from Lesotho.
Map 5: Location of Education, Health & Police Facilities
Page 26 of 124 2.5. SPATIAL ANALYSIS
This section provides an analysis of spatial and household data.
2.5.1. HOUSEHOLDS
According to the Statistics South Africa Community Umzimvubu Local Municipality; 54 208 in Matatiele Survey (2007), there are 178 394 households in the Local Municipality; 48 408 in Mbizana Local Municipality Alfred Nzo District, of which 47 803 are in and 27 930 in Ntabankulu Local Municipality.
2.5.2. SETTLEMENT PATTERNS
The district is predominantly rural. The majority of land tend to function like the suburb of the larger within the district is covered by dispersed low density urban concentration and are commonly traditional settlements, with the exceptions of some associated with urban poverty. areas in the north and north east and around Mount Dispersed rural settlements, which spread Frere in the south. unevenly in space with the majority occurring There are seven urban centers. The primary urban to the south east of Mbizana. Subsistence centers are; farmlands surround the rural settlements in the typical resettlement program style. Mount Ayliff Rural villages, which accommodate some of Mount Frere the dispersed rural settlements. These reflect Matatiele the spatial impact of the betterment planning / resettlement system and customary practices Ntabankulu in land allocation. Mbizana Figure 8: Settlement Patterns Secondary urban centers include: Maluti and Cedarville The majority of the population is rural with 94% of the population residing in rural areas. The settlement pattern and typologies that exists within Alfred Nzo are a result of past apartheid policies on separate development and segregation. It is divided into four categories which are: Urban settlements, which mainly occur in small towns of Matatiele, Cedarville, Mount Frere, Mount Ayliff, Ntabankulu, Mbizana Town, as well as the former R293 townships such as Maluti.
Peri-urban settlements, which are very Source: Census 2011 dense rural settlements that are located within close proximity to the urban settlements/ small towns. These settlements
2.5.3. TENURE AND LAND OWNERSHIP
According to the Statistics South Africa Census The prevalence of land claims has a crippling effect (2011), 93% of people own their homes. The on the development and economic opportunities in Municipality faces numerous challenges in terms of the District and t h i s hampers housing delivery. The security of tenure. The nature of the traditional process for settlement of claims is rather slow within the settlements which constitute the majority of the district district considering that out of approximately 146 provide little in the form of secured tenure and there is claims, only one claim (in Matatiele LM) has been a high prevalence of land claims which are being resolved. O thers a r e still at a negotiation stage; processed very slowly. h e n c e others a r e still awaiting further research. Page 27 of 124 The existing situation has a major negative impact on To acquire or develop comprehensive the development within the district and this can be information on land ownership attributed to the situation where lands in which certain U r g e n t l y conduct a land use and towns are situated are under claim, for example Mt management audit, and Ayliff and Mt Frere. Liaise with the Department of R u r a l Though the District Land Claims Committee was Development and Land established it is however not yet fully functional. R e f o r m to conduct workshops within the Regarding the new developments such as district municipality pertaining to the Land Act, incorporation of the two local municipalities (Mbizana land rights and other related issues. and Ntabankulu) it needs to be revived and its mandate is reviewed as well. The initial mandate of The committee needs to operate in close consultation the said committee can be summarized as follow: with various stakeholders such as Traditional Leaders or Councils, farmers etc. Furthermore, the committee To liaise and engage with Land Claims should work closely with local municipalities by Commission, then Department of Land Affairs providing support when municipalities conduct their n o w c a l l e d D e p a r t m e n t of R u r a l land audit processes. Development a n d L a n d R e f o r m (DRDLR), the Deeds Office and beneficiary communities.
2.5.4. LAND DEVELOPMENT ADMINISTRATION
The urban areas (i.e. Matatiele, Ntabankulu, Mount development of land use scheme for the entire Ayliff, Mount Frere and Mbizana) within Alfred Nzo municipality. District appear to be the only areas that have a duly Land use management within rural villages (“ezilalini”) is established and enforceable town planning schemes. embedded within the land administration and land Most schemes have not been reviewed regularly tenure systems through which a buddle of rights is (every five years), and are based on the outdated allocated to each household. Colonial and apartheid spatial planning approaches of the apartheid era. governments introduced Permission to Occupy (PTO) There are few urban settlements that were system and issued proclamations. The latter are established in terms of the Development Facilitation equivalent to the legislation and have not been Act and have land use controls approved as part of repealed. PTOs were issued for a residential site and an the process. A land tenure upgrading project is being arable land (demarcated by Department of initiated in Maluti and it will assist the municipality to Agriculture). It also implies livestock grazing right within step towards developing a land use scheme for the the Administrative Area. The legislation is now the area. This creates challenges to the municipalities in responsibility of the National Department of Rural terms of enforcing coordinated and holistic land use Development and Land Reform but in effect it is not within various parts of the municipal area. Therefore, a administered. need exists for the municipalities to prioritize the
2.5.5. HOUSING DEVELOPMENT
The majority of residents within the district reside in Table 13: Dwelling Types traditional dwellings that are made of traditional materials (70%). 29% have formal dwellings such as a Formal Informal Traditional Other house, flat in block town house cluster. There appears to be a low prevalence of informal backyard and Municipality 2001 2011 2001 2011 2001 2011 2001 2011 squatter community dwellings (1%). Both Umzimvubu and Mbizana Local Municipalities have 29% of the Alfred Nzo 27.4 41.0 2.2 1.2 70.2 55.3 0.2 2.5 population living in traditional dwellings whereas Matatiele 37.6 49.7 2.6 1.4 59.6 43.2 0.2 5.7 Matatiele and Ntabankulu Local Municipalities have 23% and 19% respectively. Umzimvubu 26.2 37.7 2.8 1.5 70.7 59.5 0.3 1.3 Percentage distribution of households by type of Mbizana 26.6 43.7 1.6 1.0 71.6 54.1 0.2 1.2 dwellings: Alfred Nzo DM and LMs. Ntabankulu 12.7 24.8 1.5 0.5 85.8 74.0 0.1 0.7 Source: Statistics South Africa: Census 2011 The provision of formal housing for low income residents is a core function of provincial and national government, with local municipalities being implementing agents. There seems to be a slow progress in terms of housing development within the district. Currently there is no local municipality within the district that has been accredited by the Page 28 of 124 Department of Human Settlements to perform the living in traditional dwellings and informal settlements function of building or providing low cost housing. The which translates to70%. Therefore, there is a dire department of Human Settlements has recently need for rural housing Programme or rollout within drafted a provincial Housing Sector Plan which will give the district. As the district in the past years has some direction in terms of how the housing backlogs been affected by various disasters that affected will be addressed within the province and many households (where some households were left subsequently the district of Alfred Nzo. homeless), there is a high backlog in terms of disaster housing rollout and that Programme is undertaken or It can be deduced that there is a substantial housing performed by the Provincial Department of Human backlog based on the percentages of people still Settlements.
2.6. BIOPHYSICAL ENVIRONMENTAL ANALYSIS
2.6.1. TOPOGRAPHY
The district has a fragmented topography and river), and the extreme south (around the N2) is comprises a plateau which falls within the Umzimvubu undulating and consist of coastal belt. There are many River Basin, which ranges from 800 to 1400 metres different opportunities for a great diversity of above sea level and a high plateau leading to the ecosystems and their resident plant and animal species Drakensberg Mountains which ranges between1500 that the diversity of the topography of this area brings. and 2200 metres above sea level. The terrain is The topography, however, also poses a multitude of therefore mountainous with steep valleys. The northern challenges to development as accessibility is limited areas below the escarpment have extensive palustrine and settlement has taken place in a dispersed and wetlands (wetlands that are not connected to any haphazard manner.
2.6.2. CLIMATE
The area falls within the summer rainfall area (October orographic effect of the Drakensberg Mountains, with to March). The climate in this summer rain fall area the general precipitation gradient decreasing ranges from very pleasant warm summers to mild to eastwards from Matatiele going to the interior of the cold winters with snow in high lying areas. The average district to Umzimvubu, and lessening even more in minimum temperature ranges from 7 to 10degrees Ntabankulu because of the rain shadow effect. The centigrade in winter and 18 to 24 degrees centigrade Municipality is in a Malaria free area. The District in summer. Annual rain fall ranges between 650 mm experiences climatic extremes in the form of storms, and1100 mm, with thunderstorms and hail being a tornadoes and floods which have resulted in soil erosion common feature in summer. Rainfall patterns in the and deep crevices. west and central areas are influenced by the
2.6.3. GEOLOGY AND SOILS
and the stream valleys are fairly steep-sided with good groundcover. The geology is predominantly cave In terms of a study conducted by the Agricultural sandstone, underlain by silt and mudstones. Research Council (ARC), soils are mostly red-yellow apedal freely drained soils. In Umzimvubu there is a mixture of red- yellow apedal freely drained soils and Also, the undulating landscape has some flatter plinthin catena upland duplex and magalitic soils. portions in the lower lying areas, especially in the river Generally ANDM area is located in the grassland valleys. Soils with high erosion potential are biome, with limited forecast areas. Most of the predominant with a significant number of unstable perennial streams in the area converge to form the landscapes. Pockets of bush veld thicket and aloes in primary tributaries of theupper Umzimvubu catchment, the southern Umzimvubu area are common.
Page 29 of 124 2.6.4. ENVIRONMENTAL SITUATION
The Alfred Nzo is faced by a number of environmental dongas are necessary to address this. Currently challenges and they are identified as follow: very little attention is being given to this matter, reportedly due to shortage of funds. Poor waste management, both in urban and rural areas. The District Municipality has managed to prepare a district-wide Integrated Waste Management Plan Unauthorized excavation, building (IWMP). The plan is now being reviewed to reflect the construction and mining for sand and current state of the District with inclusion of Mbizana gravel that takes place in the district. It is not and Ntabankulu. Furthermore, the District Municipality only the communities and the private sector developed the Environmental Management Plan (EMP) who are the culprits. Many government which has been reviewed and updated to an departments undertake construction projects Environmental Management Framework (EMF) to without following correct environmental incorporate changes, considering that the district now procedures. Law enforcement needs to be has a coast land on the side of Mbizana and this entails tightened up. further development of Coast Land Management Plan Land degradation and soil erosion. (CLMP). Environmental education and training, as well
as a programme for the rehabilitation of
Map 6: Conservation Map
Source ANDM SDF, 2012
Page 30 of 124 2.6.5. BIODIVERSITY
The Eastern Cape as a whole is an ecologically biodiversity. Habitat transformation is a key driver of important area in terms of its biodiversity value. biodiversity change and also a useful indicator of However, pressure from land transformation in many biodiversity loss. Loss of biodiversity can also be areas including the Alfred Nzo District is impacting measured by the percentage of vulnerable plant significantly on the natural resources base of the species. Alfred Nzo has 0–10% endangered plant province. The key biodiversity issues include impact on species (endangered quarter degree coverage) and endemic vegetation, loss of habitat, and reduction of 10%–20% vulnerable plant species (vulnerable quarter species diversity. degree coverage) The high human population density in the communal areas of Alfred Nzo has negative impacts on
Map 7: Vegetation Types
The northern parts of the municipality which are at high which have rivers and perennial streams. Apart from altitude fall within the Drakensberg center of this network of rivers and streams are areas of vast endemism, which is almost exclusively in the Grassland wetlands (in the north west of the district) which are not biome. In this biome the overall endemism is around associated with any stream or river systems. 18%. Alfred Nzo is one of the most threatened Rivers emanate from the Drakensburg Mountain in municipalities where pressures on the environment are predominantly a south easterly direction. Major rivers high (especially through habitat loss), and where this include Ntabankulu, Mbizana, and Umzimvubu. The overlaps with a center of endemism, an increasing river systems health in the district is described as being number of red data species are expected and vulnerable and endangered due to poor land use and ultimately extinctions. This coincides with high development pressures. The sources of these rivers population densities. are particularly threatened by these poor land uses The most threatened of this vegetation types is the and do not only impact on water quality but also Midlands Mistbelt Grassland which occurs at the affects general biodiversity (the Drakensburg Biome eastern section of the district west of Mbizana. As can Centre) which is one of the important biodiversity be seen from the settlement Map in Figure 2, this centers in the country. vegetation type is evenly transformed through Wetlands of ecological significance are mainly found in settlements and is critically endangered. Other the north western part of the district. Wetlands are vegetation types that are threatened in the district are important habitats for freshwater as well as terrestrial the Mabela Sandy Grassland, the Drakensburg Foothill animals and are therefore protected areas under Moist Grassland, and the Pondoland-Ugu Sandstone environmental legislation of the country. Alien plants Coastal Sourveld. These vegetation types are severely have a major impact on biodiversity and are one of the impacted on by settlement and agriculture activities. major threats to biodiversity. The mountainous character of the district has given rise to a reticulation of deeply incised valleys many of
Page 31 of 124 2.7. INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
Services are divided into two groups; namely functional area of a number of different entities, but all infrastructural services, and community services and impact on the lives of communities. facilities. Services and facilities fall within the
2.7.1. INFRASTRUCTURAL SERVICES
Water and Sanitation
Alfred Nzo District Municipality is the Water Services Matatiele Local Municipalities. The Municipality has Authority (WSA) for the area under its jurisdiction developed a Water Service Development Plan (WSDP) namely Umzimvubu, Mbizana, Ntabankulu and and is amongst the key sector plans of the IDP.
Water Backlogs
The district municipality has a water backlog of about backlogs in terms of households with no water 47% of households with no water and 9% of estimated at 89% and 75% respectively. The situation households having access to water below RDP in as far as the water backlogs is concern is summarized standards. Mbizana and Ntabankulu Local on a table below: Municipalities are the municipalities with high water
Table 14: Water Backlogs by LM
Water Provision
Local Total No. of Households Percentage Munl2icipality Households No Water Below RDP RDP and No Water Below RDP RDP and provision Standards Above Provision Standards Above
Matatiele 54,207 8,778 4,269 41,160 16.2% 7.9% 75.9% Umzimvubu 47,802 10,976 5,991 30,835 23.0% 12.5% 64.5% Ntabankulu 27,930 20,947 3,242 1,062 75.0% 11.6% 3.8% Mbizana 48,408 43,083 2,429 1,500 89.0% 5.0% 3.1% TOTALS 178,347 83,784 15,931 74,557 47.0% 8.9% 41.0% Source: Municipal (ANDM) WSDP
The District Municipality has many stand-alone Ntabankulu Regional Bulk Water Supply schemes and this is due to lack of big dams where Single Scheme-Option A or Four Wall to Wall various schemes will be connected. In response to Schemes-Option B (Ntabankulu) high water services and redress stand-alone schemes the district municipality has conducted Regional Bulk The (2007) Community Survey indicates a relatively low Study. The study has recommended the following backlog for water and sanitation, but a recent survey options: by the District Municipality indicated that backlogs are substantially higher. Furthermore, the district should Kinira Dam (Matatiele) try to speed up the process in order to meet national Sirhoqobeni Dam (Mount Ayliff) water targets which states that every households must be served or have access to proper water services by Mkemane Dam (Mount Frere) 2014. Ludeke Dam (Mbizana)
Page 32 of 124 Sanitation Backlogs
Waterborne sanitation is only provided in urban areas. Maluti Ntabankulu and Mbizana Towns are served with Septic Nopoyi Tank Systems and the district municipality is working towards providing waterborne sanitation systems Mpakamisi Mhlaba connected to sewer system linked to proper water system. Toilets in rural areas comprise VIP latrines. Shinta There is a rural sanitation programme in place and The municipality has since outsourced the the bucket system has been totally eradicated. The implementation of VIP toilets where a total of two municipality has established the following sanitation service providers have been appointed to assist the zone centres to address the backlogs in sanitation: municipality to fast-track the process of addressing Madiba the sanitation backlogs. The situation in as far as the sanitation backlogs is concerned is summarized on the Mt Ayliff table below: Mt Frere
Table 15: Sanitation Backlogs by LM Sanitation
Local Municipality Total Households Households Percentage
Served Un-served Served Un-served
Matatiele 54,207 20,974 33,233 38.7% 61.3%
Umzimvubu 47,802 24,517 23,285 51.3% 48.7%
Ntabankulu 27,930 8,397 19,551 30.0% 70.0%
Mbizana 48,408 25,903 22,505 53.5% 46.5%
Totals 178,347 79,773 98,574 43.4% 56.6%
Sourc: ANDM (ANDM) WSDP
The situation above shows that there is a need for the the households have no access to proper sanitation municipality to speed up the process of rural facilities and this situation can contribute towards sanitation rollout especially in Ntabankulu where increasing health hazards and could result in high there is a high percentage (70%) of households disease outbreak such as cholera. Furthermore, the with no access to proper sanitation facilities district should try to speed up the process in order to followed by Umzimvubu Municipality with 61.3%. meet national sanitation targets which states that Generally, there is a challenge with provision of proper every households must be served or have access to sanitation facilities within the district where over 56% of proper sanitation facilities by 2014
Roads and Storm Water
The provision and maintenance of roads covers the The process of maintaining and upgrading roads is functional area of the Department of Roads and hampered at this stage by a lack of clarity with regards Transport and the Local Municipalities. to roles and responsibilities between various roads role players. The Municipality is currently developing the The Department of Roads and Transport Roads and Storm water Master plan for the local establishes and maintains National and Provincial Municipalities, the project will be completed by July roads. It al s o contributes to e c o n o mi c 2014.The Municipality has been given a grant from u p li ftme n t of the are a thr ou gh Expanded Public National Treasury through National Department of Works Programmes (EPWP). Transport to develop Rural Roads Asset Management The maintenance of access roads is performed by the System, a project which will be completed in 2017. In Local Municipalities in accordance with a directive the previous year the municipality has assisted local from the Province which requires the District municipalities in the roads maintenance through Municipality to concentrate on the water provision provision of Plant Machines by Memorandum of function. Agreements (MOAs).
Page 33 of 124
Public Transport
Despite some investments in new roads and Outdated/non-existent information at the taxi maintenance in the District many local communities registrar remain trapped in isolated and disconnected local Lack of pedestrian and non-motorized communities with very poor road infrastructure. This transport facilities disconnection has significant consequences in terms of LED as well as service delivery, especially The district has in place Integrated Transport Plan, that accessibility to emergency ambulance services. identifies all transport related issues and remedial plans. Transport whether motorized or non-motorized faces The public transport modes providing local services in many challenges within the Alfred Nzo District. These the Alfred Nzo district are taxis, buses and bakkies. Of can be summarized as follows: these modes, taxis are the predominant mode by a very large margin. Minibus-taxis provide most of the Poor conditions of roads especially rural roads local public transport services although there are and within former urban townships localized bus services available in some locations. The Inadequate pedestrian signs and markings following table provides a list of taxi ranks in the primary and off-loading areas especially within the few towns within the district: urban areas Table 16: Existing Transport Facilities Limited traffic calming measures within areas of NUMBER OF LOCAL MUNICIPALITY high accidents TAXI RANKS
Non-availability of traffic lights, let alone at Matatiele 3 major intersections Mbizana 2 Unavailability of adequate public transport Ntabankulu 3 facilities especially for the disabled Umzimvubu 2 Lack of cooperation between public TOTAL 10 transport operators and the municipal Source ANDM DITP, 2012 authorities There are many informal taxi ranks in the district with Lack of institutional capacity at Local and limited facilities for passengers such as toilets, rest District Municipal level to manage transport areas, seating and protection against various elements. planning and implementation
Electricity and Energy
Figure 9: Access to Energy Sources electrical infrastructure does not exists at all. Ntabankulu is an example of this such that the municipal area does not have substation of its own, it is dependent on network breaker lines from the substations that originate from other municipalities. These include Mzintlava Network breaker 13 which originates from Mzintlava substation in Mount Ayliff (Umzimvubu Local Municipality)). There is also Siphaqeni Network breaker 96 which originates from a substation in Ngquza Hill Municipality (Flagstaff), as well as Mount Frere Network breaker 22 which originates from a substation in Umzimvubu. Ntabankulu is considered to be the area with the massive backlogs in terms of electrification bulk infrastructure. This is particularly the case with the areas that were classified as rural homelands since ESKOM is the licensed distributor of electricity in the these were not a priority for infrastructure in the past. majority of the municipal area with the exception of However, Eskom and the Department of Minerals and the town of Matatiele where Matatiele Local Energy are trying to address this by allocating funding Municipality is the licensed distributor. The figure below to develop infrastructure within these areas. on energy usage confirms high backlogs of electricity The bulk infrastructure that exists within Mbizana supply within the district includes Ludeke Substation which is found in Ludeke The availability of electrical infrastructure within settlement and it is currently being upgraded. Another Alfred Nzo is generally a challenge. There are substation which is also being upgraded is Zwelethu instances whereby the infrastructure exists, however it substation. There are a number of network breaker requires substantial refurbishment due to a lack of lines that exists. Some of these are being upgraded and sufficient capacity and there are areas where the bulk can be outlined as follows: Page 34 of 124 Esiphaqeni/ Esiphaqeni Network Breaker 95 –is This substation has an existing line called Mount Frere being upgraded from O.R.Tambo Network Breaker 22 which supplies the areas such as Ngcagweni. There are two network breakers that Port Edward Network Breaker 32 will only originate from Kokstad substation and these are be completed once Zwelethu substation has Kokstad Network Breaker 1 and Kokstad Network been upgraded. Breaker 3 and these supplies the areas within Marina Beach Network Breaker 76 Umzimvubu (e.g. Brooks Nek and Cabazane). There is also a proposed substation which is called Makhawula Ludeke Network Breaker 44 which is a line from (Mount Frere) sub-station. Once the proposed Ludeke substation, which moves pass the town infrastructure is complete then Umzimvubu Local of Mbizana. Municipality will have sufficient infrastructure. Ludeke Network Breaker 45 is the line found Matatiele has four substations which are found in along and supplies the settlements in close Matatiele Town, Cedarville, Maluti and Mzongwane. proximity to the river. Matatiele Substation is located next to the town and it Ludeke Network breaker 46 is the line found has a line called Matatiele Network Breaker 31. This line along Ntsezi and Kwantshangase areas. does not assist a lot since it does not supply settlements but few farms. Cedarville substation is currently being Magwa Network breaker 36 – this originates upgraded. This substation also supplies Mvenyane and from a substation in O.R. Tambo there is also a line which supplies few farms and houses According to Eskom when both substations have been but it does not have capacity to accommodate any upgraded and network break lines are complete new connections. Mbizana will be sufficient in capacity with Rams substation is located in Maluti. It has five lines electrification infrastructure. There are two existing which are Rams Network Breaker 46, 47, 48, Maluti substations within Umzimvubu and these are Mzintlava Network Breaker 6 and 17. These lines supply the inland substation which is located in Mount Ayliff and Mount villages. Rams Network Breaker 48 needs upgrading Frere substation which is located next to the town of since it does not have sufficient capacity. Maluti Mount Frere. Network Breaker 6 is a currently being upgraded. There is another substation that is currently under There is a new line called Maluti Network Breaker 17 construction next to Mzintlava substation and this is which supplies a lot of villages. There is a proposed undertaken in order to accommodate other areas that Maluti Network Breaker 18 which will deload the are not covered by the existing substation. When this pressure that Maluti Network Breaker 6 currently substation is complete Mount Ayliff will be covered experiences. There is a proposed substation within sufficiently. Mount Frere Substation is currently being Mzongwane settlement and it is expected to cover the upgraded and it will be inclusive of Mount Frere settlement of Mzongwane and this development will Network Breaker 20 which will supply electricity to Njijini, further increase the capacity within Matatiele Area. Buffalo Flats and nearbyMount Ayliff settlements.
Map 8: Electrification Map
The District has in place Electricity Sector Plan that identifies all electricity related issues, remedial plans and roll-out program within the LMs.
Page 35 of 124 Telecommunication
According to the Statistics South Africa Community network coverage. Mountainous areas are particularly Survey (2007), only 30.1% of the population has a problematic. This lack of network was identified by the telephone or cellular phone, the latter being the most Department of Health as being a critical challenge popular. The majority of the area has poor or no which hampers the effective functioning of their clinics.
2.7.2. COMMUNITY SERVICES AND FACILITIES
Environmental Health Services
The District Municipality is obliged to perform the Vector control Municipal Health function in terms of the Municipal Environmental Pollution Control Structures Act and has programmes in place for the following: Disposal of the dead Food safety & control Chemical safety Waste Management monitoring and General Water Quality Monitoring Hygiene Noise Control Health surveillance of premises Radiation (Ionizing and Non-ionizing) Surveillance & prevention of communicable monitoring and control diseases (excluding immunization)
Solid Waste Management
There are six landfill sites that exist within Alfred Nzo Figure 10: Access to Waste Disposal District Municipal Area. These include the two landfill sites in Umzimvubu (i.e. Mount Frere and Mount Ayliff), two landfill site in Matatiele (i.e. Matatiele Town and Cedarville), one landfill site in Mbizana (i.e. Bizana Town) and one landfill site in Ntabankulu (i.e. north of Ntabankulu Town). However, the only licensed site exists within Matatiele and it came into operation in 2008. This site has the capacity to accommodate all the waste from the urban areas for at least the next 15 years. Ntabankulu Local Municipality is planning to revive and pilot waste collection project within some of the rural areas (i.e. Isilindini and Zinyosini, which are rural settlements located in Ward 2). Source: Census 2011 According to the Statistics South Africa The Alfred Nzo District Municipality as aforementioned, Community Survey ( 2007), only 6% of households has managed to develop the Integrated Waste have access to a weekly refuse removal service. 79% Management Plan which aims to resolve waste related of households make use of their own refuse dumps challenges. The plan is currently under review to which implies a high level of indiscriminate dumping include the two additional Local Municipalities and little regard for the impact on the environment. (Mbizana and Ntabankulu). The local municipalities 15% of households have no refuse facilities within the are responsible for waste collection in their areas of district. jurisdiction.
Page 36 of 124 Disaster Management
The District Municipality is responsible for the provision primarily from natural causes (tornadoes, storms and of Disaster Management and Fire & Rescue Services in winds etc). The municipality conducted Disaster the District. Services are rendered from the central Scientific Risk Assessment to develop a plan however disaster management centre in Mount Ayliff and four such plan needs to be reviewed considering that it satellite centres in Maluti (Matatiele); Mount Frere only reflect on the old regime of the municipal (Umzimvubu); Ntabankulu and Mbizana. jurisdiction and the new plan should include Mbizana and Ntabankulu. The Municipality has a Disaster Management Plan in place to effectively manage disasters which stem
Public, Social & Recreational Facilities and Amenities
These facilities and amenities fall within the functional There are a number of Community halls within the area of the local municipalities. There is a significant District that are managed by the local Municipalities lack of adequate standard sports and recreational and availed for use by the community. These facilities facilities within the D i s t r i c t . The p r o v i s i o n of vary in condition. s p o r t s a n d recreational f a c i l i t i e s h a s been directly associated with the development of a healthy society and plays an important role in the Municipal cemeteries satisfy the existing service development of our youth. The high levels of youth demand but there is urgent need to expand current within the community warrant that specific attention capacity and ensure that all communities have be given to the development of sport and access to adequate burial facilities especially around recreation initiatives by all Municipalities within the urban settlements. district and the provincial Department of Sport, Arts, Culture, and Recreation.
Library Facilities
Library services are a Provincial competency that is facilities in the District which aggravates the low literacy often performed on an agency basis by the district and education levels within the District. and Local Municipalities. There is a severe lack of library
Community Safety
In the past, crime prevention and by implication As in all areas Alfred Nzo District is highly affected by community safety was the exclusive domain of the crime. In an effort to address this challenge, the District South African Police Services (SAPS). The 1996 Municipality has established a District Community Safety Constitution introduced a fundamental change to the Forum composed of all relevant Stakeholders. An analysis role played by municipalities in the management of of crime tendencies at the five urban police stations crime and safety in South Africa, by requiring of them revealed that the following crimes are most common: to provide a safe and healthy environment for the Assault (GBH) communities within their areas of jurisdiction. The South African Police Service Act as amended made provision Burglary at residential premises for the establishment of municipal police services and community police forums and boards. Other theft Crime has the potential to impact negatively on the Common assault local economic development of the District, and for Stock theft this reason it is imperative that all municipalities play an active role in ensuring the safety of their communities.
Page 37 of 124 2.8. ECONOMIC DEVELOPMENT ANALYSIS
2.8.1. LOCAL ECONOMY
High unemployment and poverty levels in the district social development and stimulate sustainable result in low affordability levels which manifest in low economic growth. levels of investment, development and service delivery In terms of economic infrastructure, the priority and underutilization of development opportunities. interventions necessary are; There is an urgent need for major new private sector investments to create jobs and improve livelihoods in U p g r a d i n g airstrips at Mount Ayliff, Matatiele the District. and Cedarville The predominantly rural nature of the area limits R e v i v al of the district rail network from commercial and business development. Business Matatiele to Franklin, Gauteng and activities in rural areas are confined to rural supply stores and general dealers. Commercial and business Durban development in the District is confined to the urban F a c t o r y space, trading and business premises centres of Mount Ayliff, Mount Frere, Ntabankulu, Mbizana and Matitiele and to a smaller extent T o u r i s m infrastructure Cedarville. More substantial commercial and I r r i g at i o n and other farming infrastructure businesses activities are restricted to Kokstad which falls within Kwazulu-Natal which means that a E n e r g y infrastructure substantial portion of the districts money is not even Telecommunications (fixed line and being reinvested into the Eastern Cape Province. The cellular) infrastructure District has limited and almost non-existent industrial economy and a high dependency upon primary The Alfred Nzo District Municipality d e v e l o p e d a economic activities. LED Strategy aimed to identify local resources and skills in order to stimulate local economic growth and Like all regions in the Province, development in Alfred development. The reviewed strategy that Nzo District is limited as a result of acute backlogs in encompasses the newly incorporated local social and economic infrastructure. The vast natural municipalities has just been adopted by Council on the land, forest and water resources that exist within the 28 March 2013. district provide the basis for socio-economic development, but it needs to be well-planned and be strategic infrastructure investment that will promote
2.8.2. ECONOMIC SECTORS
Forestry Based on existing economic activity, market Manufacturing opportunities, resources, assets and skills the existing Construction and Mining economic sectors of significant potential include: Trade and Business Services/ICT Agriculture Tourism Livestock farming SMME and Cooperative Development Crop farming and horticulture
Agriculture
Agriculture is the main economic activity in the District. district in partnership with Eastern Cape Asgisa Currently, it is a limited base for economic expansion embarked on grain production to address high due to the fact that the majority of farming is level of poverty in the area, however during the traditional subsistence farming. Commercial farming is financial year 2011/12 there were financial challenges limited to the Cedarville area in the north east of the from the side of ASGISA hence not much grain District. The District has favourable conditions for the plantation has taken place in the district in the form development of the agriculture sector and it is critical of massive food production. Furthermore, input is still to assess the potential of this industry and devise required in terms of education, training, management, methods of exploiting this untapped potential. The marketing and the development of linkages.
Page 38 of 124 Map 9: Overview of Agricultural Potential Land
Source ANDM SDF, 2012
The Department of Agriculture has the following Comprehensive Agriculture Support programmes in the District; Programme S i y a z o n dl a Homestead Food Production F a r m e r Organisation Development (Green revolution) E a s t e r n Cape Livestock Production S i y a k h u l a Step Up Food production Improvement Programme L i v e s t o c k production Improvement M a s s i v e Food programme (Matatiele only) Programme Mechanization Conditional Grant Scheme The following ASGISA initiatives also exist; Mechanization Conditional Loan Scheme ASGISA Bio fuels initiative E a s t e r n Cape Communal Soil Conservation ASGISA Massive Food Scheme Agricultural activities in the area include livestock L a n d Care Programme farming (goats, sheep, beef and dairy) and crop farming (dry land farming, irrigated crops and S o i l Conservation Scheme horticulture).
Livestock Farming
Livestock farming, which is primarily cattle, sheep and E x p a n d and improve existing programmes goats is very important in the District, but generally designed to facilitate skills transfer between provides very low incomes compared to commercial commercial and emerging farmers livestock farming elsewhere in the Province. I m p r o v e d Agricultural Extension Services Livestock farming is being supported by the Provincial Department of Agriculture through Improved market access construction of stock dams, dipping tanks, shearing sheds, fencing (under CASP) and veterinary services M i d d l e East goat Market etc. The challenge is to increase income from B u i l d i n g animal feeds industry communal livestock farming. An industry action plan would probably include: I m p r o v e d veld management M o v e to formal land administration U p g r a d i n g access roads/farm logistics
Page 39 of 124 Crop Farming
Rainfall and soil quality make much of the District potential for maize, sorghum, wheat, sunflower, hemp, suitable for agricultural production. Dry land farming is beans, vegetables (cabbages, potatoes, butternut, generally of a subsistence nature, and there are large green pepper and spinach), and deciduous fruits tracts of uncultivated arable land. There is very good (peaches & apples).
Forestry
Map 7: Afforestation within the District-source ANDM SDF 2012
Forestry is an important economic sector in the South undertaken in order to determine exact amount of African economy. It contributed about 1.2% of the land with a potential for forestation. country’s Gross Domestic Product (GDP) and 1.4% in It is interesting to note that a privately owned sawmill the formal employment in 2008 respectively. that uses forest products existed in Ntabankulu but has Forestry is also identified as a growth sector. since closed. It had served to utilize the forestry Currently, the demand for forest and related potential and contributed to local economic products is said to have exceeded supply. This is development. Umzimvubu Local Municipality in good news especially for a province such as partnership with DEDEA also embarked on a Eastern Cape generally and the Alfred Nzo District feasibility study for establishment of a Saw-mill. An Municipality in particular which is said to be effort is needed to revive the Saw-mills in ward 05 characterized by high suitable ecosystems. and ward 15 within Ntabankulu Municipality. There are forestry plantations in the District, which are The National government ASGISA programme has extensive commercial plantations. Category A and B identified forestry development as a key pillar to owned by government and some are owned by achieving the economic growth and development certain communities within the district. These forestry targets, and has prioritized forestry as a key sector for plantations are concentrated especially at support across all tiers of government. The District uMzimvubu, Ntabankulu and Mbizana Local Municipality will be working closely with ASGISA to Municipalities. Plantations such as Manzamnyama, develop this sector. Pine, gum, wattle, and Ntabana, Ntabankulu and Mbizana are all examples of hardwoods are all feasible category B plantations which have been providing an important resource base to small scale saw millers in the Plantation forestry is the foundation for a number of region. downstream processing activities including wood chips, saw milling, timber board, charcoal, furniture, Over 20 000 hectares of land is currently under forestry pulp and paper. The furniture, pulp and paper plantations and the majority is within Ntabankulu industries are at the higher end of the value chain. It is Local Municipality. An estimated 27 000 hectares of this part of the value chain that will have a huge land has been identified as having forestry potential multiplier effect on the Alfred Nzo District if however a detailed analysis will have to be successfully exploited.
Page 40 of 124 Manufacturing
This sector is presently very small in the District. The The agro-processing sub sector has the sector does have expansion potential including; potential to grow on the basis of increasing primary production. Examples include potato T i m b e r -using industries processing (chips), maize milling, animal hides, There are many small-scale garment stock feed, peach processing, dairy etc. manufacturers (e.g. occupying old Transido Umzimvubu Goats has a processing facility in workshop premises) that would benefit from Mount Ayliff comprising holding pens, an stronger business support. abattoir that can handle 40 goats a day, a meat processing plant, leather tannery and T h e existing crafts sub sector is not craft production units which directly benefit insignificant. Craft workers would benefit from about 2000 people. more support with product development and marketing, and from growth of the tourism industry in the District.
Construction and Mining
CONSTRUCTION INDUSTRY SMALL SCALE MINING
The construction industry in the District is presently Small scale mining is presently restricted to sand mining small, but has the potential to provide more job and quarrying to supply the construction industry, but opportunities in the future, based on: can be developed into a formalized industry. There are deposits of slate, sandstone, nickel and Rapidly increasing fiscal allocations for public lime that need to be further explored. The infrastructure titanium mining application at Xolobeni within Mbizana The relocation of Provincial Government Local Municipality presents an opportunity for growth in departments from Kokstad to Mount Ayliff. mining within the district which in turn can have a major contribution to the district economy. Expansion of the EPWP (there needs to be a District EPWP Plan, with an M&E capability).
Increased house-building (human settlements) TRADE AND BUSSINESS SERVICES / ICT and retail infrastructure. The five small towns in the District are all commercially busy, but require well-planned physical development
to support the growth of the trade sector (formal and informal) and the tourism industry. In particular, the towns’ informal sectors display entrepreneurial energy, and deserve better support.
2.8.2.8. Tourism
Tourism is identified as one of the strategic economic and nature based (eco-related tourism) on the sectors in South African, because of its potential to other; positively impact other sectors of the economy. It Concentration of tourism related activities in also has high capacity to create jobs for both urban Mzamba Tourist region located within the and rural areas, and earn the country foreign Mbizana Local Municipality as well as exchange. Provincially, tourism is identified as part Matatiele area which is linked to the of the Eastern Cape Provincial Growth and uKhahlamba-Drakensberg World Heritage Site. Development Strategy. Within the Alfred Nzo District Municipality, tourism is identified as an important economic sector for the growth and development of the district. MBIZANA AREA Tourism activities in the District are still limited to certain areas, despite the fact that the District has abundant Mzamba Tourist region is part of the broader Wild Coast natural beauty and a diverse array of cultural groups within the Mbizana Local Municipality. This area has an which have strong potential for eco, adventure and extensively developed tourism infrastructure and cultural tourism. The structure and spatial analysis of related facilities including the Wild Coast and tourism within the district shows the following: Mkhambati Nature Reserve. The Mzamba tourist region attracts both transit and nature based tourism due to Tourism within the district can be divided into, its strategic location, being at the provincial border transit and business tourism, on the one hand, between the Eastern Cape and KwaZulu-Natal. The region also boasts facilities that range from hotels (such Page 41 of 124 as the Wild Coast Sun International), hotel resorts and a pristine lake which constitute 30 ha of water spas, safari lodges, B&Bs, guest houses and back filled with trout; packs. The region is also home to the Mkambati C u l t u r a l village tours; Nature Reserve, which is part of a well preserved and unspoilt piece of the Wild Coast. The Mkambati Mountain Hiking; and Nature Reserve is made up of grassy plains and forested ravines that descend into swamp forests Bird Watching. surrounding the Mkambati River that finally opens up into the Indian Ocean. The region has a huge potential for the following activities: NTABANKULU Beaches; Ntabankulu region also has potential in a Canoeing; number of tourism activities and are summarized Bird watching; as follows: Hiking trails; Horse riding; and Destination Development; Eco-tourism the Flora & Fauna; Fishing. Arts and Culture including Heritage & History;
Tourism Marketing and Business & Educational MATATIELE Tourism.
Matatiele area is a cross – border and commercial centre between Eastern Cape, KwaZulu-Natal and Lesotho. The existing range of UMZIMVUBU tourism infrastructure and facilities is designed to target both transit/business tourism and nature lovers, including the following: Umzimvubu Region also has a tourism potential in the form of hiking trails, arts and craft development and H o t e l s and Golf courses; rich Heritage and History. Accessibility to and Lodges and guest houses; information on tourist attractions is limited and the urban centres should ideally serve as tourism gateways Conference facilities; and information centres. The tourism potential of the Nature reserves – Ongeluksnek and Mt Lake, which area also needs to be linked to other established are characterized by the following unique features – tourism routes such as the Coastal Areas, Drakensberg Zedonk (a mix between a donkey and a zebra); and Lesotho. Map 10: Tourism Route Map
Source: ANDM SDF, 2012
Page 42 of 124 Map 11: Tourism Intervention
Source: ANDM SDF, 2012
SMME and Co-operative Development
Cooperatives development has largely increased in A GRICULTURAL PROJECTS INCLUDING; the district and has afforded the rural poor an opportunity to participate in economic activities. EPWP building methods are also increasingly being Grain production Programme (ASGISA) used in construction by the municipality. Access to Livestock and poultry production programmes micro- credit remains a big challenge to cooperatives and SMMEs. Vegetable production programmes
LED INSTITUTIONAL ARRANGEMENTS T OURISM DEVELOPMENT PROGRAMMES INCLUDING;
Alfred Nzo District Municipality established its Msukeni Enterprise Development Agency to focus on promotion and Ntsizwa Venyane Hiking Trails implementation of local economic development initiatives, investment mobilization, trade promotion Ongeluksnek Eco Tourism and marketing in so far as it relates to local economic Tshisa Hot Springs development. ANDA is a municipal entity established in terms of the Municipal Systems Act and is accountable Mehloding Hiking Trail to the Municipality.
ANDA is implementing and supporting the following SMME DEVELOPMENT projects;
S ma l l scale mining
Page 43 of 124 2.9. INSTITUTIONAL ANALYSIS
2.9.1. ORGANOGRAM
The current high level organizational structure of the municipality is indicated on figure below:-
Figure 11: Organogram
The structure is divided into the following directorates. Budget and Treasury Office Office of the Municipal Manager Infrastructure Development and Municipal Services / Technical Services Community Development Services Planning and Economic Development Corporate Services
Office of the Municipal Manager
The Municipal Manager has the widest span of control SPECIAL PROGRAMMES UNIT and responsibilities include;
COMMUNICATION UNIT Special Programmes Unit (SPU) which is responsible for ATTIC which includes all the activities associated with the provision of HIV &AIDS information and training in Public relations, primarily the Communication unit the District and Special Programmes which deal with which is responsible for the development of internal issues relating to the youth, gender, disability and and external communication including communication children. strategies, branding, publications, events management, and information dissemination Wo r k i n g closely with the office of the Executive Mayor and Office of the Speaker and both offices
have their own managers.
Page 44 of 124 MANAGER IN THE OFFICE OF THE EXECUTIVE MAYOR Internal Auditing where the Internal Audit Manager works closely with the Audit Committee Manager in the office of the Executive Mayor amongst others is responsible for functionality of Mayoral RISK MANAGEMENT Committee, provide technical advices to the Executive Mayor and oversight of Mayoral programmes. Institutional risk management is facilitated through MANAGER IN THE OFFICE OF THE SPEAKER management by Risk Manager.
Manager in the office of the Speaker who is responsible for providing support to all standing INTER-GOVERNMENTAL RELATIONS committee and council meetings, coordination of councilor training programmes and promoting public participation in all important municipal programmes. Coordination of inter-governmental relations programmes within the district.
INTERNAL AUDIT
Corporate Services
The responsibilities of the department include; Councillor Development and community empowerment. Human Resource Management which is responsible for providing management and Legal Services which includes all legal related staff with quality human resource support matters of the whole Municipality such as including career and compensation litigation, contract management, advisory management, labour relations management services, debt recovery, by law development and employee wellness and disciplinary proceedings. Human Resource Development which includes Administrative Support assisting new entrants into the labour market Information and Communication Technology (NSDS), training and development of staff, (ICT)
Infrastructure Development and Municipal Services / Technical Services
The department amongst others is responsible for the Project Management which deals with following: implementation of both bulk water supply and reticulation projects as well as sanitation Water Service Authority which deals with programmes (rural and urban). planning (Water Service Development Plan, Water Conservation and Demand Emergency Services to deal with sudden water Management and Sanitation Master Plan) and supply breakages, electricity breakdowns, regulatory functions attending spillage of poisonous and dangerous substances and water quality monitoring. Water Service Provision which deals with bulk purchase, source development and Engineering Services to deal with distribution of water as well as operations and coordination of Electricity Planning, District maintenance. Waste water management Transport Planning and Municipal Building including provision of sewerage services Maintenance.
Community Development Services
Community Development Services is responsible existence of sound relations between the for provision of various community and social services district municipality and its customers and in the district and all these are administered through the further ensure maximum stakeholder following units; participation in the development initiatives of the district through a people centered Municipal Health Services : designed to ensure approach to achieve sustainable that comprehensive environmental health development. services package to inhabitants of the district Fire and Rescue Services: Responsible for Institutional & Social Development and protection and rescue of life, property and Customer Care Unit: responsible for ensuring environment from any fire related threats. Page 45 of 124 Disaster Risk Management Services: SPORTS,ARTS,CULTURE,RECREATION & HERITAGE Responsible for Disaster Risk Management and : Responsible for coordination of sport, arts response services. ,culture, recreation services within the district Thusong Centre Management: Responsible for coordination of provision of services closer to the people.
Budget and Treasury Office
The Chief Financial Officer is responsible for; Revenue / Income Generation & Collection Budgeting Expenditure Management S u p p l y Chain Management Assets and Liabilities Management
Planning and Economic Development
The Manager: Development and Economic Planning S p a t i al Planning and Land Use Management deals with the following: G e o g r a p h i c Information Systems (GIS) P r o m o t i o n of Local Economic Development L a n d and Development Administration and Planning Environmental Management Development Planning which includes Integrated Development Planning (IDP), T o wn Planning Organisational Performance Management System (PMS)
2.9.2. EMPLOYMENT EQUITY
The 2014/15 Employment Equity Report indicates the following; Table 17: ANDM Employment Equity Male Female Foreign Nationals Occupational Levels Total A C I W A C I W Male Female
Top management 1 0 0 0 0 0 0 0 0 0 1 Senior management 2 0 0 0 2 0 0 0 4 Professionally qualified and experienced 41 0 0 0 26 1 0 0 0 0 specialists and mid- 68 management Skilled technical and academically qualified workers, junior 102 6 0 0 16 0 0 0 0 0 management, supervisors, foremen, and 124 superintendents Semi-skilled and discretionary 48 3 0 0 84 3 0 0 0 0 138 decision making Unskilled and defined 52 0 0 0 6 0 0 0 0 0 58 decision making Temporal employees 2 0 0 0 2 0 0 0 0 0 4
GRAND TOTAL 248 9 0 0 134 4 0 0 1 0 396
2.9.3. SKILLS DEVELOPMENT
The Municipality has adopted a Workplace Skills Plan in aims to address the identified skills shortage within the accordance with the Skills Development Act. The plan municipality.
Page 46 of 124 2.9.4. PERFORMANCE MANAGEMENT SYSTEM (PMS)
The municipality has managed to review its policy and Service Delivery and Budget Implementation Plan approved by the Council. The reviewed policy aims (SDBIP) as the basis for performance management in to get the PMS cascaded to lower levels than terms of implementation of the IDP and Budget Section 56 managers. The municipality will develop its expenditure forecast.
2.9.5. POLICIES
Table 18: Policy Status
Name of Policy Status of Policy Focus for 2014/15 Department
Credit Control and Debt Collection Policy Adopted by Council 30 May 2014 Implementation of the policy Tariff Policy Adopted by Council 30 May 2014 Implementation of the policy Cash Management and Investment Policy Adopted by Council 30 May 2014 Implementation of the policy Fixed Asset Management policy Adopted by Council 30 May 2014 Implementation of the policy
Budget and Adjustment Budget Policy Adopted by Council 30 May 2014 Implementation of the policy Supply Chain Management Policy Adopted by Council 30 May 2014 Implementation of the policy Anti-corruption policy Yet to be developed by the municipality Crafting of the policy Revenue Enhancement Policy Adopted by Council 30 June 2014 Implementation of the policy Petty Cash Policy Adopted by Council 30 May 2014 Implementation of the policy Inventory Management Policy Adopted by Council 30 May 2014 Implementation of the policy Information and Communication Technology
Budget & Treasury Office Treasury & Budget Adopted by Council December 2011 To be reviewed Policy and Procedure Manual Employee Assistance Policy Adopted by Council 30 May 20 14 Implementation of the policy Staff HIV/AIDS Policy Adopted by Council 30 May 20 14 Implementation of the policy Inclement Weather Policy Adopted by Council 30 May 20 14 Implementation of the policy Health and Safety Policy Adopted by Council 30 May 20 14 Implementation of the policy Organizational Establishment and Job Adopted by Council 30 May 20 14 Implementation of the policy Evaluation & Grading Policy Employee Relocation Policy Adopted by Council 30 May 20 14 Implementation of the policy Stand-by Policy Adopted by Council 30 May 20 14 Implementation of the policy Overtime and Work on Sunday and Public Adopted by Council 30 May 20 14 Implementation of the policy Holiday Policy Experiential Training Policy Adopted by Council 30 May 20 14 Implementation of the policy Training and Development Policy Adopted by Council 30 May 20 14 Implementation of the policy
Termination of Service Policy Adopted by Council 30 May 20 14 Implementation of the policy
External Bursary Scheme Policy Adopted by Council 30 May 20 14 Implementation of the policy Remuneration Policy Adopted by Council 30 May 20 14 Implementation of the policy Leave Policy Adopted by Council 30 May 20 14 Implementation of the policy Leave Encashment Policy Adopted by Council 30 May 20 14 Implementation of the policy Municipal Bereavement Policy Adopted by Council 30 May 20 14 Implementation of the policy
CORPORATE SERVICES CORPORATE Acting Appointment Policy Adopted by Council 30 May 20 14 Implementation of the policy
Municipal Night Shift Allowance Policy Adopted by Council 30 May 20 14 Implementation of the policy
Retention Strategy Policy Adopted by Council 30 May 20 14 Implementation of the policy
Policy on Code of Conduct for Officials Adopted by Council 30 May 20 14 Implementation of the policy
Recruitment and Selection Policy Adopted by Council 30 May 20 14 Implementation of the policy
Performance Management Policy Framework Adopted by Council 30 May 20 14 Implementation of the policy
Office Bearers Vehicle Policy Adopted by Council 30 May 20 14 Implementation of the policy
Delegation Framework Policy Adopted by council 30 May 2014 Implementation of the policy
Page 47 of 124
Name of Policy Status of Policy Focus for 2014/15 Department
Integrated Risk Management Framework Adopted by council 30 June 2014 Implementation of the policy Policy
Tourism Promotional Development Policy Adopted by council 30 May 2014 Implementation of the policy
LED Small Medium and Micro Enterprise Policy Adopted by council 30 May 2014 Implementation of the policy
2.10. FINANCIAL VIABILITY
2.10.1. BUDGET
The Municipal total budget for the 2011/12 Ntabankulu and Mbizana Local Municipalities which financial year is R773 927 900.77 whereas the were previously under O.R. Tambo District budget for 2010/11 financial year was R365 515 386.67. Municipality before 2011 Local Government elections. This reflects over 50% increase between the two The total budget for the financial year 2014/15 is financial years. The situation is as a result of Alfred Nzo envisaged to be around 1, 2 billion inclusive of District Municipality increasing in size as a result of equitable share and grant funding. demarcation process where it incorporated
2.10.2. INCOME ALLOCATIONS AND SOURCES
The Alfred Nzo Municipality derives its income from Municipal Health Services three sources namely; LED Capacity Building NATIONAL ALLOCATIONS
OWN INCOME Equitable share Finance Management Grant Water and Sanitation service fees MSIG Funding Interest on grants MIG Funding Input VAT Water and sanitation backlog funding (DWA) FNB Building Rental RSC Levy replacement grant Plant Machine Rental Councilor remuneration provision The Municipality has a low income base and is heavily dependent on National and Provincial Grants. This trend exhibits little expectation that the Municipality will PROVINCIAL ALLOCATIONS reduce its dependency from these sources of funding in the near future. Sports Art and Culture
2.10.3. BILLING AND PAYMENT OF RATES
Over 9000 urban households are billed for water and compounded by the high poverty levels and low sanitation levies. Rural areas that do have access to affordability levels of the community. water supplied by the Municipality are not being The Municipality is constantly striving to provide services metered or charged for their consumption which to its community which requires substantial capital implies that a considerable amount of purified water is investment, especially in terms of infrastructural assets. unaccounted for. In order to maintain service delivery it is imperative that The Municipality is in process of cleansing and these assets be maintained in proper working order reviewing its data base of households who are being which requires equitable investment in terms of serviced. Payment rates are poor and this is maintenance and repair costs. According to the Page 48 of 124 National Treasury, municipalities should be budgeting for repairs and maintenance. between 10% and 15% of their operating expenditure
2.10.4. PROVISION OF FREE BASIC SERVICES
Provision is made on the budget for the provision of as a result almost all the people that have free basic water services from the equitable access to water are receiving water for free. share. A certain percentage of the equitable
share is used for this purpose at this stage, which is mainly attributable to the fact that households in rural areas that do have access to water supplied by the Municipality are not being charged for their consumption as there are no water meters in many rural areas since water provision is at RDP standards. The municipality is also struggling to put systems in place that will enable to bill for consumption
2.11. GOVERNANCE ANALYSIS
2.11.1. POLITICAL STRUCTURE
The Municipal Council consists of forty Councilors of Table 19: Committees & Functions which 11 are full time Councilors including the Speaker STRUCTURE KEY AREAS OF RESPONSIBILITY and Chief Whip of the Council. The Council is led by the Speaker, the Executive Mayor, the eight full-time Human resources; Mayoral Committee Members and Councilors. There General administration; has been a delegation of powers from Council to the Executive Mayor and the Executive Mayor in turn has Legal services delegated some of the powers to the Mayoral Fire and Rescue Services Committee Members. The Mayoral Committee led by the Executive Mayor functions through the following D i s a s t e r Risk standing committees which assist in decision making Management. Human Resources and making sure that there is a political environment and Social Municipal Health that is conducive for service delivery: Development Services Infrastructure Development and Municipal Thusong Service Centre Services/ Technical Services and ISD & Customer Community Development Services Care Planning, Economic Development and Information and Intergovernmental Relations Communication technology Budget and Treasury/ Finance Budget; Corporate Services Expenditure; Special Programmes Unit (SPU) Income; Sports, Arts, Culture and Recreation Supply chain Finance and LED management; Standing Committee The Council has adopted an approach of clustering I n t e g r a t e d Standing Committees into four c l u s t e r s which Development Plan. are defined as follow: Local Economic Finance and LED Standing Committee Development Human Resources and Social Development Water services; Human Settlement and Infrastructure Water services provision; Community Liaison Research and Heritage Human Settlement and Infrastructure Infrastructure Services provisioning Human Settlement
Community Liaison Sports and Recreation Research and Page 49 of 124 STRUCTURE KEY AREAS OF RESPONSIBILITY MUNICIPALITY FINANCIAL YEAR AUDIT REPORT Heritage Heritage and Culture 2010/2011 UNQUALIFIED 2012/2013 UNQUALIFIED
2008/2009 ADVERSE The Municipality during 2010/11 financial year 2009/2010 QUALIFIED established a functional Audit Committee which its UMZIMVUBU term expired by end August 2011. The municipality then 2010/2011 UNQUALIFIED embarked on a process of establishing of new Audit 2012/2013 UNQUALIFIED Committee hence there is a new Audit Committee 2008/2009 DISCLAIMER appointed by Council. In order to enhance its effectiveness an Audit Committee Charter has been 2009/2010 ADVERSE developed and adopted by Council to guide the NTABANKULU 2010/2011 QUALIFIED functionality of the Committee. Alfred Nzo District 2011/2012 DISCLAIMER Municipality in the last three financial years has not managed to obtain positive Audit Report which is a 2012/2013 QUALIFIED concern. The summary overview of the Audit 2008/2009 DISCLAIMER Outcome of the District Municipality and Local Municipalities is as follows: 2009/2010 DISCLAIMER 2010/2011 DISCLAIMER Table 20: ANDM Audit Outcomes MBIZANA MUNICIPALITY FINANCIAL YEAR AUDIT REPORT 2011/2012 DISCLAIMER
2008/2009 ADVERSE 2012/2013 DISCLAIMER 2009/2010 DISCLAIMER ANDM 2010/2011 DISCLAIMER The municipality has further developed an Action Plan towards addressing audit queries which was adopted 2011/2012 DISCLAIMER by Council and this plan will assist the municipality in 2012/13 DISCLAIMER turning around the situation for better audit outcomes. 2008/2009 UNQUALIFIED The municipality during 2010/11 Financial Year MATATIELE launched its Operation Clean Audit 2012 Programme. 2009/2010 UNQUALIFIED
2.11.2. INTERGOVERNMENTAL RELATIONS (IGR)
During the current financial year the functionality of Committee (HODs for both municipalities & sector IGR Structures within the municipality has improved departments), Municipal Managers (MMs) Forum and quite significantly. The structures are composed of the District Planners Forum (Planners & IDP Managers / District Mayors Forum (DIMAFO), District Speakers’ Coordinators). Forum, IDP Representative Forum (IDRF), IDP Steering
2.11.3. PARTNERSHIPS AND STRATEGIC RELATIONSHIPS
The Municipality has made a concerted effort to The Development Bank of Southern Africa ( develop its capacity through the formation of strategic DBSA) partnerships and relationships and has concluded Thina Sinako ( European Union) partnerships with the following institutions: Swedish Government (Ohstresund Municipality)
2.11.4. PUBLIC (COMMUNITY) PARTICIPATION AND COMMUNICATION
The Municipality has a communication organizational communication lines between the municipality and structure which is in line with Local Government communities. The communication function is being Communications System. The structure is also in line carried out in close liaison with the support systems. with national guidelines. The structure is currently not These sections are mainly dealing with: fully populated (staffed) and this will be achieved Publicity notices, advertisements, newsletter through sharing the service with local municipalities covering all activities occurring within all local and incremental staffing of the unit. This structure is municipalities within district’s jurisdictional supported by one staff member from the Office of the area as well as the overall dissemination Premier (OTP), one staff member from the Government of information. The communication unit works Communication Information Systems (GCIS). The in close liaison with local municipalities. It district municipality considers communication and utilizes various means of communication public participation very important to such extent ranging from the Alfred Nzo newsletter, that it has established Customer Care Centre which is brochures, bulletins, community radio, one of the strategic approaches of enhancing Page 50 of 124 newspapers, some television footings as well The district further communicates with the as national papers. communities through Community Development Workers and Ward Councilors To support the process the municipality has which are based within Local Municipalities. established the District Communicators Forum (DCF) that should meet bi – monthly to discuss matters relating to communication.
2.11.5. INSTITUTIONAL GUIDELINES
Institutional guidelines are focused towards initiating a Service oriented codes of conduct managerial reform aiming at:
Objectives and results orientated management
Effectiveness and efficiency oriented
management
Service and client oriented management
Performance based contracts
2.11.6. IDENTIFICATION OF THE KEY ISSUES
From the in-depth analysis on the currently existing Environmental health and management levels of development, the following key issues have related issues been identified and some are generally reflected in the High prevalence of HIV / AIDS comprehensive LED Strategy of the District Municipality (finalized in March 2013): Skills shortage within the economy Centralised economy within peri-urban centres Absence of tertiary education facilities (Mount Ayliff, Mount Frere, Ntabankulu, Mbizana and Matatilele) Poor access to Health Care facilities High rate of unemployment High number of child headed households High Poverty rate High illiteracy (large percentage of children of school going age is not attending any schools) Low income levels Water and sanitation backlogs Average economic growth Decrease in manufacturing sector Transformation on the ownership of land Limited and lack of access to schools and Slow delivery on Land Reform Programme basic care centres Land use planning : sparsely distributed Housing and electricity backlogs population and topography resulting in costly provision of services Limited access to telecommunication Limited economic potential in rural areas / Poor conditions of Roads and Transport poor investment in the area due to land under the Traditional Authority (Communal Land Tenure)
2.11.7. PRIORITY ISSUES
Water and sanitation backlogs High Poverty rate High prevalence of HIV / AIDS Poor conditions of roads and transport Access to Health Care facilities Transformation on the ownership of land Access to basic education and infrastructure High number of child headed households Average economic growth Limited access to telecommunication High rate of unemployment Absence of tertiary education facilities
Page 51 of 124 2.12. CONCLUSION
Having considered all the above-highlighted acknowledges that it cannot completely turn around challenges, the municipality will strive to overcome the situation alone hence it is critical that all them hence it embarked on a Strategic Session where stakeholders and role players make meaningful strategy approaches were crafted in order to change contribution to challenges facing the municipality. the situation for the better. The municipality
Page 52 of 124 CHAPTER 3: VISION, MISSION STATEMENT & STRATEGIC OBJECTIVES
3.1. INTRODUCTION
It has been realized that in order for the organization to The Vision and Mission have been dissected by have a meaningful IDP the strategic objectives of the identifying key sound and meaningful words / phrases, institution should be derived from the Vision and Mission which will be underlined hereunder. Then, these key Statement. It is very important to also take cognisance words / phrases become the main high level Focus of the Institutional Goals as articulated in the 5-year Areas of the organization, which become part of the 2012 / 2017 IDP. Therefore, the context and content of strategic goals. In essence, the high level strategic our entire developmental goals and objectives will be objectives of the institution will then be derived from comprehensive and meaningful in the sense that it will that sequence. be a true reflection of addressing the exact development needs of our communities.
3.2. VISION 2017
A self-sustainable municipality that guarantees effective and efficient rural development
3.3. MISSION STATEMENT
Creating a conducive environment by improving human capabilities and enhancing relevant skills, and maximizing the utilization of natural resources in order to improve quality of life for its communities
Page 53 of 124 3.4. STRATEGIC GOALS
Alfred Nzo District Municipality in its strategic planning In consideration of the above narrative the key Focus session held late in 2011 resolved to focus on four Areas that were articulated from Vision and Mission as Strategic Goals. The municipality perceived itself as a the key words / phrases are as follows: new municipality due to the incorporation of Mbizana Self-sustainable and Ntabankulu to ANDM and therefore needed new goals as Focus Areas of the new Council. Four goals Effective and efficient rural development were identified as follows: Conducive environment Economic growth; Improving human capabilities Community resilience and self-reliance; Enhancing relevant skills Service excellence and sustainability; and Maximizing the utilization of natural resources Common purpose. Improve quality of life
Page 54 of 124 3.5. STRATEGIC OBJECTIVES AND STRATEGIES
The above strategic goals / Focus Areas should be in line and comparable with the Management. The following are high level strategic objectives of ANDM, which National Key Focus Areas or strategic local government priorities such as Basic correspond to the strategic goals and key Focus Areas derived from the Vision and Service Delivery, Local Economic Development, Institutional Transformation and Mission Statement. The municipality in its day to day functions and operations must Organizational Development, Good Governance and Public Participation, ensure that it sticks to these strategic objectives such as:- Financial Viability and Management and Spatial Planning and Environmental
STRATEGIC OBJECTIVES NATIONAL KEY PERFORMANCE INDEX DESIRED OUTCOME REF STRATEGIC OBJECTIVE OUTCOME 9 OUTPUT AREAS Implement a differential approach A MUNICIPAL TRANSFORMATION AND Self-sustainable, compliant, efficient A1 Improve organisation, capacity, knowledge and Transformation to Municipal Financing, planning ORGANISATIONAL DEVELOPMENT and capable Municipality and support A2 Optimise systems, administration and operating procedures
A3 Increase performance and efficiency levels B BASIC SERVICE DELIVERY Improved quality of life B1 Increase access to municipal services Improved access to basic services B2 Improve the quality of Municipal Infrastructure services B3 Improve the quality and flow of water and sanitation Development in Rural areas and Implementation of Community C LOCAL ECONOMIC DEVELOPMENT maximum utilisation of natural C1 Strengthen internal & external LED capacity works Programme and supported resources Cooperatives C2 Improve economic viability
C3 Promote the earnings potential of ANDM Communities FINANCIAL VIABILITY AND Self-sustainable, compliant, efficient Improve Municipal Financial and D D1 Increase revenue generation FINANCIAL MANAGEMENT and capable Municipality Administrative Capability D2 Improve expenditure management and controls
D3 Maximise the economies of scale and value for money D4 Improve budgeting, reporting and accountability for Municipal finances GOOD GOVERNANCE AND PUBLIC Self-sustainable, compliant, efficient Deepen Democracy through a E E1 Promote Public participation and Good Meaningful Governance PARTICIPATION and capable Municipality refines Ward Committee System
E2 Strengthen Governance and reduce risk Integrated Development and strong CROSS CUTTING ISSUES F1 Improve Municipal Planning and spatial development One window of co-ordination F partnerships. F2 Improve community and environmental health and safety
F3 Strengthen Intergovernmental Relations 5 Year Organisational Scorecard
Page 55 of 124
IDP REF Code Objectives ORGANISATION KPI
NKPA Baseline Demand Backlog 2012/13 2013/14 2014/15 2015/16 2016/17
A 1.1 Number of critical posts to be filled. 4 8 1 8 7 8 8 8 Improve % of employment equity Plan targets A 1.2 80% 90% 95% 100% organisation, achieved capacity, A 1.3 A1 % of operations budget spent on WSP 0% 1% 3% 5% knowledge and Transformation Number of top management positions filled A1.4 3 3 3 3 by people from special focus groups
A1.5 % of Master Systems Plan projects A 2.1 Optimise systems, 0% 60% 80% 90% implemented administration and Number of people rating Customer A 2.2 A2 operating 10 30 40 60 procedures satisfactory good of every 100. A2.3
Municipal Transformation and and Transformation Municipal Increase % of employees on Performance A3.1 10% 25% 50% 70% performance and Management A3
efficiency levels Organisation Development Organisation A3.2 1: NKPA Overall Organisation Performance Rating 3 3 4 4
Page 56 of 124
IDP REF Code Objectives ORGANISATION KPI
NKPA Baseline Demand Backlog 2012/13 2013/14 2014/15 2015/16 2016/17
Increase access to B 1.1 municipal services % of households with access to water 40% 42% 43% 45%
B 1.2 % of households with access to sanitation 40% 43% 45% 46% B1 Number of households earning less than R 3 B 1.3 0 18 000 18 000 18 000 00.00 with access to free basic services Number of people benefitting from Social B1.4 1 000 1 500 2 000 2 500 development programmes B1.5 Improve the quality of Municipal % of operations and maintenance plan B 2.1 70% 75% 80% 855 Infrastructure implemented according to schedule services % of operations and maintenance budget
B 2.2 B2 105% 105% 105% 105% spent % of capital budget actually spent on capital B2.3 100% 100% 100% 100% projects Number of IDP projects commissioned B2.4 3 ? ? ? according to plan Improve the quality B 3.1 and flow of water % blue drop status achieved 70% 75% 80% 85%
Basic Service Delivery Service Basic and sanitation B3 B 3.2 % green drop status achieved 70% 75% 80% 85%
B 3.3 2: NKPA % reduction in water losses 60% 30% 20% 15%
Page 57 of 124
IDP REF Code Objectives ORGANISATION KPI
NKPA Baseline Demand Backlog 2012/13 2013/14 2014/15 2015/16 2016/17
Number of functional LED structures as per the C 1.1 5 10 10 10 LED Strategy Number of programmes and projects aimed C 1.2 Strengthen internal 3 4 4 4 & external LED at focus groups implemented C1 capacity Number of SMME’s and Cooperatives C1.3 30 35 40 45
established
C1.4 Number of stakeholders mobilised toward LED 0 1 1 1
Number of jobs created through EPWP,CWP C 2.1 25 30 35 40 and LED initiatives Improve economic C2 viability Number of thematic programmes C 2.2 1 1 1 1 implemented C2.3
Promote the Number of business opportunities created for C3.1 - 50 100 150
earnings potential registered Local Business Local Economic Development Economic Local C3 of Alfred Nzo citizens C3.2 Number of functional LED projects. 4 5 6 7
NKPA 3: 3: NKPA
Page 58 of 124
IDP REF Code Objectives ORGANISATION KPI
NKPA Baseline Demand Backlog 2012/13 2013/14 2014/15 2015/16 2016/17
D 1.1 % of revenue collected vs. billed
D 1.2 D1 Increase revenue Debt coverage ratio
D 1.3 Outstanding services debtors to revenue ratio
D 2.1 Cost coverage ratio Improve expenditure % of Creditors paid within 30 days from D 2.2 80% 100% 100% 100% management and receipt of invoice controls D 2.3 D2 Average number of days taken to finalise Bids D 2.4 90 90 90 90 Maximise the at supply chain economies of scale D2.5 and value for Number of deviations from SCM policy 35 30 25 20 money D2.6 Number of functional bid committees 3 3 3 3
D3.1 % of Actual budget spent vs. projected. 105% 105% 105% 105%
Improve budgeting, Financial Viability & Management & Viability Financial reporting and % compliance with MFMA calendar of D3.2 D3 100% 100% 100% 100% accountability for reporting Municipal finances
D3.3 4: NKPA % of Audit queries resolved 100% 100% 100% 100%
Page 59 of 124
IDP REF Code Objectives ORGANISATION KPI
NKPA Baseline Demand Backlog 2012/13 2013/14 2014/15 2015/16 2016/17
E 1.1 % of Council bylaws and policies enforced 100% 100% 100% 100%
E 1.2 Strengthen % reduction of risks as per dashboard 10% 15% 20% 25% E1 Governance and % of anti-fraud and corruption strategy E1.3 reduce risk 100% 100% 100% 100% implemented E1.4 AG audit opinion (1=disclaimer,5 Clean) 1 5 3 4 4 5
90% 100% 100%
E 2.1 Promote Public % of communication strategy implemented 80% Good Governance & & Governance Good participation and Number of Customer satisfactory surveys E 2.2 E2 4 4 4 4 Good Meaningful conducted
Governance Public Participation Public E 2.3 5: NKPA % of public participation policy implemented 80% 85% 90% 95%
IDP REF Code Objectives ORGANISATION KPI
NKPA
2012/13 2013/14 2014/15 2015/16 2016/17
Backlog
Baseline Demand
Number of NKPA scoring high by COGTA on F 1.1 6 6 6 6 Improve Municipal the IDP planning and % of IDP process plan implemented F 1.2 F1 100% 100% 100% 100% spatial according to the set timeframe development Number of spatial development realities F 1.3 addressed F2.1 Number of operational waste disposal sites 3 4 4 4 Improve F2.2 community and Average response time to fires and disasters environmental F2.3 health and safety Number of premise inspections conducted 2 000 2 000 2 000 2 000 F2 Number of environmental assessments F2.4 12 12 12 12 Cross Cutting Interventions Cutting Cross conducted F2.5 Strengthen Number of functional IGR structures 4 4 4 4 Intergovernmental
F2.6 : 6 NKPA Relations Number of partnerships secured through IGR 1 1 1 1
Page 60 of 124 In order for the municipality to achieve its goals and objectives as derived from the vision and mission statement it is important to note that the desired outcome is articulated and achieved through the development and implementation of specific programmes and projects aligned to the budget. The implementation of the programmes and projects will be addressing and trying to satisfy the needs of communities for a better life. This is exactly the wishes the municipality have when the vision and mission were developed in that the end result will be changing the lives of all citizens and communities for the better. The implementation of the programmes / projects will ultimately assist us in achieving our desired outcomes in terms of the development agenda of the municipality. This is what will be provided in the following chapter.
Page 61 of 124 CHAPTER 4 PROGRAMMES / PROJECTS FOR MUNICIPAL IMPLEMENTATION
4.1. INFRASTRUCTURE DEVELOPMENT & MUNICIPAL SERVICES
4.1.1. WATER SERVICES AUTHORITY (WSA)
ENGINEERING
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Develop Road Asset Management System NDoT/Grant R5,200,000.00 R1,600,000.00 R1,795,000.00 R2,000,000.00
Feasibility Study for Mbizana (Wards 11, 14 & 16) Equitable Share R800,000.00 R800,000.00 R5,000 000.00
Feasibility Studies for Ntabankulu (Wards 1, 5 and 6) Equitable Share R800,000.00 R800,000.00 R5,000 000.00
Ground water development in Umzimvubu Equitable Share R6,000,000.00 R6,000,000.00
District Integrated Transport Plan in the ANDM. Equitable Share R3,000,000.00 R1,000,000.00 R500 000 00 R500 000.00
Review of Water Services Development Plan Equitable Share R5,000,000.00 R1,000,000.00 R1,000,000.00 R500, 000.00 R1,000,000.00 R1,000,000.00
Review Sanitation Master Plan MISA R1,000,000.00 Nil R500,000.00 0.00 0.00 0.00
Feasibilities for 4 Clusters wards in Ntabankulu Equitable Share R2,200,000.00 Nil R1,500,000.00 0.00 0.00 0.00 Feasibilities for 4 Clusters wards in Mbizana Equitable Share R2,200,000.00 Nil R2,200,000.00 0.00 0.00 0.00
Feasibilities for 1 Cluster wards in Matatiele Equitable Share R400,000.00 Nil R400,000.00 0.00 0.00 0.00
Feasibilities for 2 Clusters wards in Umzimvubu Equitable Share R1,200,000.00 Nil R1,500,000.00 0.00 0.00 0.00 Provide and improve Mt Ayliff and Mt Frere peri-urban & MIG R36,000,000.00 0 R12,000,000.00 R12,000,000.00 0.00 0.00 urban. RBIG dam feasibility studies for Kinira, Sirhoqobeni, RBIG R8,000,000.00 Nil R8,000,000.00 0.00 0.00 0.00 Mkhemane & Ntabankulu bulk.
Page 62 of 124 WCDM
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Tariff modelling and Tariff policy for the ANDM Equitable Share R 1 500 000.00 R1000,000.00 R1 000 000 00 -
Exploring for other revenue collection system. Equitable Share R 500 000.00 R500 0000 00 R400 000.00 Installation of pre-paid & credit meters and devices in urban Equitable Share R 6 500 000.00 R1 500 000.00 R 1 000 000.00 R 1, 000 000.00 R 1000 000.00 R 1000 000.00 areas of the ANDM. Installation of automatic data logging system in all bulk meters and telemetry data logging at the WTW inlet and Equitable Share R 5 000 000.00 R1000 000.00 R 500 000.00 R 1,000 000.00 R 500 000.00 R 500 000.00 outlet meters. Equitable Share / Water Inventory & Water loss Control R 4 000 000.00 R 500 000.00 R 500 000.00 R 1,000 000.00 R 500 000.00 R 500 000.00 ACIP Review of the WCDM Strategy document. Equitable Share R 2000 000.00 R1000 000.00 R 1 000 000.00 R 500 000.00
Water Resources Monitoring Equitable Share R 5 000 000.00 R2000000 R 2 7000 000.00 R 1,000 000.00 R 500 000.00 R 500 000.00
Water Conservation Awareness Campaigns in the ANDM Equitable Share R 500 000.00 R200 000.00 R 100 000.00 R 100 000.00 R 100 000.00
Section 78 (3) Equitable Share R 2 000 000 R 800 000.00 R 500 000.00 R500 000.00
Advertisement of indigent policy for LMs Equitable Share R100,000.00 R100,000.00 R250 000.00
Indigent register Verification Equitable Share R 2 000 000.00 R 1 500 000.00 R2,000 000.00 R 500 000.00
Awareness campaign about indigent Equitable Share R200,000.00 R100,000.00 R250 000.00 Workshop and Training for Councillors, CDWs, Ward Equitable Share R200,000.00 R100 000 .00 Committees and Traditional leaders Water Use Policy Equitable Share R 500 000.00 R 500 000.00
Integrated Infrastructure Development Plan-Vision 2030 Equitable Share R5000 000.00 0 R2000 000.00 - R1000 000.00 R1000 000.00
Water services bylaws Equitable Share R250 000.00 0 R1000 000.00 - R500 000.00 R500 000.00
Page 63 of 124 ENVIRONMENTAL MANAGEMENT
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
RBIG implementation : Greater Mt Ayliff DWA R 35 000 000.00 R 35 000 000.00 R60, 000 000.00
RBIG implementation : Greater Mbizana DWA R 50 000 000.00 R 50 000 000.00 R 30 000 000.00 R25, 000 000.00
Ntabankulu Waste Buy Back Centre Equitable Share R500 000 00 R500 000 00 R500 000.00
Water Safety Plan Equitable Share R 1 900 000.00 R 350 000.00 R 700 000.00 R 350 000.00 R 350 000.00 R 350 000.00
RPMS Equitable Share R750 000.00 R150 000.00 R100 000 00 R100 000.00 R150 000.00 R150 000.00
Ground Water Management Protocol training Equitable Share R 1000 000.00 R 200 000.00 R200 000 00 200 000 00
Water Borne Disease Emergency Response Plan Equitable Share R 2 000 000.00 R 500 000.00 R500,000.00 R 500 000 R 500 000.00
Water Quality Monitoring Equitable Share R1 000 000 00 R1 000 000 00 R1,000 000.00
Environmental Management Awareness Equitable Share R 2 500 000.00 R 500 000.00 R500,000.00 R 200 000.00 R 500 000.00
Coastal Management Plan Equitable Share R500 00 00 R500 00 00 R350 000.00
Climate Change Adaptation Strategy Equitable Share R200 000 00 R200 000 00 R500 000.00 Integrated Waste Management Plan WMP Equitable Share R 1300 000.00 R 500 000.00 R500 000 00 R 350 000.00 R 100 000.00 Implementation Community Based Natural Resource Management Equitable Share - - - R 500 000.00 - -
Ntabankulu Waste Buyback Center Equitable Share - - - R500 000.00 - -
Page 64 of 124 4.1.2. PROJECT MANAGEMENT UNIT (PMU)
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
ANDM District Sanitation (all municipalities) MIG 174 500 000.00 30 000 000.00 60 000 000.00 37 876 504.00 40 350 204.04 36 000 000.00
Mbizana Ward 28 Construction of VIP Toilets MIG 11 937 373.36 0.00 11 937 373.36 0.00
Mbizana Ward 19 Construction of VIP Toilets MIG 30 681 864.40 0.00 17 000 000.00 13 681 864.40
Mbizana Ward 16 Construction of VIP Toilets MIG 8 467 931.56 0.00 5 000 000.00 3 467 931.56
Mbizana Ward 29 Construction of VIP Toilets MIG 11 880 341.44 0.00 0.00 11 880 341.44
Mbizana Ward 30 Construction of VIP Toilets MIG 13 686 352.24 0.00 0.00 13 686 352.24
Matatiele Ward 5 Construction of VIP Toilets RHIP 8 000 000.00 0.00 2 000 000.00 4 000 000.00
Matatiele Ward 13 Construction of VIP Toilets RHIP 8 000 000.00 0.00 4 000 000.00 2 000 000.00
Upgrading of Mbizana Town Sewer MIG 150 000 000.00 0.00 2 500 000.00 3 500 000.00 10 000 000.00 15 972 000.00
Up - Grading of Ntabankulu Town sewer system MIG 69 750 000.00 18 501 288.00 21 000 000 00 12 000 000.00 10 000 000.00 0.00
Cederville Sewer Phase 2 MIG 19 826 204.00 0.00 0.00 0.00
Umzimvubu Ward 14 (Water) MIG 116 251 036.94 0.00 5 000 000 00 7 500 000.00 25 000 000.00 0.00
Umzimvubu Ward 13 (Water) MIG 20 000 000.00 0.00 51 449 931.00 14 000 000.00 5 000 000.00 0.00
RBIG Umzimvubu RBIG 20 000 000 00 0.00 20 000 000. 00 20 000 000.00 0.00
Mt. Fere Peri-Urban MIG 8 000 000.00 0.00 3 000 000.00 2 500 000.00 0.00 0.00
Mt. Ayliff Peri-Urban MIG 34 000 000.00 0.00 12 000 000.00 15 000 000.00 7 000 000.00 0.00
Caba - Mdeni water supply MIG 600 000.00 600 000.00 5 000 000.00 500 000.00 0.00 0.00
Tholamela Sub-regional Water Supply MIG 84 000 000.00 11 500 000.00 23 097 301.76 15 000 000.00 15 000 000.00 16 500 000.00
Tholang Water Supply MIG 5 353 426.14 0.00 0.00
Fobane Water Scheme Phase 1 MIG 65 338 406.86 12 500 000.00 11 588 673.06 15 000 000.0 5 500 000.00 0.00
Matatiele Ward 17 & 18 Water Supply - Fobane Phase 2 MIG 150 000 000.00 0.00 15 000 000.00 5 500 000.00 5 000 000.00 0.00
Matatiele WTW Refurbishment EQS 5 000 000 00 0.00 5 000 000 00 3 000 000.00
Mvenyane water supply MIG 7 029 273.73 2 500 000.00 4 773 100.18 0.00 0.00 0.00
Maluti/Matatiele/Ramohlakoana Water Supply MIG 44 500 000.00 8 000 000.00 13 646 516.00 9 000 000.00 6 500 000.00 0.00
Maluti/Ramohlakoana Sewer MIG 32 669 579.00 0.00 3 381 467.97 10 000 000.00 Page 65 of 124 Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Matatiele Ward 5 (Water) MIG 83 088 262.00 0.00 15 000 000.00
Matatiele Ward 7 (Water) MIG 71 125 540.00 0.00 15 000 000.00
Matatiele Ward 15 (Water) MIG 88 205 293.60 0.00 10 000 000.00
Matatiele Ward 16 (Water) MIG 19 450 000.00 1 500 000.00 1 650 000.00 8 000 000.00 3 300 000.00 10 000 000.00
Greater Mbizana Regional scheme - Reticulation MIG 150 000 000.00 0.00 20 000 000.00 25 000 000.00 20 000 000.00 46 200 000.00
Greater Mbizana Regional scheme - Bulk RBIG 168 989 000.00 0.00 59 300 000.00 60 000 000.00 49 689 000.00 0.00
Mt. Ayliff RBIG Water Project RBIG 45 000 000.00 0.00 20 000 000.00 25 000 000.00 0.00 0.00
Matatiele RBIG Water project RBIG 45 000 000.00 0.00 20 000 000.00 25 000 000.00 0.00 0.00
Bomvini Nyokweni - Bulk water supply MIG 72 653 176.00 0.00 10 000 000.00 11 500 000.00 7 000 000.00 0.00
Cabazana Water Supply Phase 2 MIG 38 893 380.00 0.00 25 00 000.00 10 000 000.00 6 806 850.00 0.00
Cabazana Water Supply Phase 1 MIG 61 608 409.40 0.00 3 000 000.00
Hlane water supply phase 3 MIG 36 000 000.00 12 500 000.00 15 000 000.00 3 000 000.00 1 500 000.000 0.00
Cabazi Water Supply MIG 22 000 000.00 0.00 15 000 .00 1 500 000.00 0.00 0.00
KwaBhaca Regional Raw Water Pipeline – Section 3 MIG 21 346 248.00 0.00 12 000 000.00 0.00 0.00 0.00
KwaBhaca Regional WS – Section 1 - WTW MIG 28 547 983.00 0.00 8 000 000.00 11 413 722.68 0.00 0.00
Umzimvubu Ward 22 Water Supply MIG 59 728 501.02 0.00 6 000 000.00
Umzimvubu Ward 24 Water Supply MIG 39 286 600.00 0.00 3 000 000.00
Umzimvubu Ward 6 Water Supply MIG 150 000 000.00 0.00 2 500 000.00
KwaBhaca Augmentation(South) WSOG 7 000 000 00 0.00 7 000 000 00 8 000 000.00
Bedford Bulk Pipes MIG 8 000 000 00 0.00 8 000 000 00 5 000 000.00
Siqhingeni Water Supply MIG 29 427 435.00 0.00 18 000 000 00 6 000 000.00 1 500 000.00 0.00
Qwidlana Water Supply Area 1 & 2 MIG 31 230 353.29 12 000 000.00 18 000 000 00 10 000 000.00 0.00 0.00
Qwidlana water supply Area 3 & 4 MIG 38 000 000.00 0.00 4 300 577.00 5 500 000.00 15 000 000.00 0.00
Qwidlana water supply Area 5 MIG 9 500 000.00 0.00 1 000 000.00 5 000 000.00 418 120.00 0.00
Ntibane water supply Phase 2 MIG 80 059 350.00 9 700 000.00 26 500 000.00 15 000 000.00 20 000 000.00 0.00
Page 66 of 124 4.1.3. WATER SERVICES PROVISION (WSP)
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Electricity 12, 000 000.00
Tools and Equipment Equitable Share 14 382 000.00 500 000.00 2 000 000.00 1,000 000.00 3 795 000.00 4 743 750.00
Intervention Projects (Drought Relief) Equitable Share 3 000 000 .00 2 000 000.00 2,000 000.00 0.00 0.00
Drilling of boreholes Equitable Share 2 200 000.00 0.00 1 000 000.00 1,000 000.00 0.00 0.00
Belfort Bulk Pipelines Equitable Share 17 000 000.00 9 000 000.00 8 000 000.00 8,000 000.00 0.00 0.00
Matatiele WTW Refurbishment & Water Augumentation Equitable Share 8 000 000.00 3,000 000.00 0.00 0.00
Bulk Water purchases Equitable Share 62 805 000.00 5 000 000.00 3 500 000.00 3,500 000.00 15 180 000.00 18 975 000.00 Maintenance of water and sanitation Infrastructure Equitable Share 74 191 420.00 2 500 000.00 12 645 000.00 - 19 681 450.00 24 195 563.00 schemes – Matatiele Maintenance of water and sanitation Infrastructure Equitable Share 74 191 420.00 2 500 000.00 11 645 000.00 - 19 681 450.00 24 195 563.00 schemes – Umzimvubu Maintenance of water and sanitation Infrastructure Equitable Share 74 191 420.00 2 500 000.00 6 350 000.00 - 19 681 450.00 24 195 563.00 schemes – Mbizana Maintenance of water and sanitation Infrastructure Equitable Share 74 191 420.00 2 500 000.00 6 850 000.00 - 19 681 450.00 24 195 563.00 schemes – Ntabankulu Refurbishment and Replacement of Water Infrastructure Equitable Share 16 951 250.00 2 500 000.00 2 000 000.00 2,000 000.00 3 630 000.00 3 993 000.00 – Matatiele Refurbishment and Replacement of Water Infrastructure Equitable Share 16 951 250.00 2 500 000.00 2 000 000.00 2,000 000.00 3 630 000.00 3 993 000.00 – Umzimvubu Refurbishment and Replacement of Water Infrastructure Equitable Share 31 402 500.00 2 500 000.00 2 000 000.00 2,000 000.00 3 025 000.00 3 327 500.00 – Mbizana Refurbishment and Replacement of Water Infrastructure Equitable Share 16 951 250.00 2 500 000.00 2 000 000.00 2,000 000.00 3 025 000.00 3 327 500.00 – Ntabankulu Equitable Share Refurbishment and Replacement of Water Infrastructure & 14 602 500.00 3 000 000.00 2 000 000.00 2,500 000.00 3 025 000.00 3 327 500.00 – Mnceba Water Scheme-Umzimvubu Grant Refurbishment and Replacement of Water Infrastructure Equitable Share 4 800 000.00 2 500 000.00 2 300 000.00 0.00 0.00 – Ntabankulu WTW Refurbishment and Replacement of Sanitation Equitable Share 4 400 000.00 2 500 000.00 1 900 000.00 1,000 000.00 0.00 0.00 Infrastructure – Mbizana Ponds Refurbishment and Replacement of Sanitation Equitable Share 2 500 000.00 1 500 000.00 1 000 000.00 1,000 000.00 0.00 0.00 Infrastructure – Ntabankulu Ponds Refurbishment and Replacement of Water Infrastructure Equitable Share 7 000 000.00 7 000 000.00 0.00 0.00 0.00 0.00 – Mt Ayliff Equitable Share Refurbishment and Replacement of Water Infrastructure & 62 528 000.00 7 000 000.00 7 000 000.00 5,000 000.00 15 180 000.00 16 698 000.00 – Kwa-Bhaca Southern Leg-Umzimvubu Grant
Page 67 of 124 Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017) Refurbishment and Replacement of Water Infrastructure Equitable Share 4 600 000.00 600 000.00 1 500 000.00 - 0.00 0.00 – Cedarville Maintenance of Waste Water TW All Equitable Share 2 500 000.00 2 500 000.00 - Equitable Share Refurbishment and Replacement of Water Infrastructure & 75 633 600.00 9 000 000.00 13 200 000.00 - 18 216 000.00 20 037 600.00 – Belfort Water Scheme-Matatiele Grant Building Maintenance and Alterations Equitable Share 18 743 500.00 2 500 000.00 3 500 000.00 R500 000.00 4 235 000.00 4 658 500.00
Plant Maintenance Equitable Share 1 200 000.00 1 200 000.00 -
Reticulation Equitable Share 36 630 600.00 3 000 000.00 6 600 000.00 R15,000 000.00 7 986 000.00 8 784 600.00
Vehicles Leasing Equitable Share 28 083 460.00 4 600 000.00 4 600 000.00 5,500 000.00 6 122 600.00 6 734 860.00
Motor Vehicles Maintenance Equitable Share 22 534 500.00 1 650 000.00 4 500 000.00 - 5 445 000.00 5 989 500.00
Disaster rural housing 1 000 000.00 1 000 000.00 950 000.00 0.00 0.00 0.00
Municipal Water Infrastructure Grant (MWIG) Matatiele Grant 15 218 000.00 0.00 15 218 000 .00 54 650 000.00 91 190 000.00 0.00 Municipal Water Infrastructure Grant (MWIG) – Grant 0.00 0.00 Umzimvubu Municipal Water Infrastructure Grant (MWIG) – Mbizana Grant 0.00 0.00 Municipal Water Infrastructure Grant (MWIG) – Grant 0.00 0.00 Ntabankulu
4.1.4. EXPANDED PUBLIC WORKS PROGRAMME (EPWP)
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
MT Frere Cleaning at Mt Frere Town EPWP GRANT 979 200.00 0.00 0.00
Mt Ayliff Cleaning at Mt Frere Town EPWP GRANT 753 600.00 0.00 0.00
Ntabankulu Cleaning at Ntabankulu Town EPWP GRANT 307 200.00 0.00 0.00
R5 800 000 00 R 10 323 000 00 Mbizana Cleaning at Mbizana Town EPWP GRANT R5 800 000 00 775 500.00 0.00
Matatiele Maintenance EPWP GRANT 1 420 800.00 0.00 0.00
Nkantolo maintenance at Ward 10 Mbizana LM EPWP GRANT 66 000.00 0.00 0.00
Page 68 of 124 Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Mfundisweni Maintenance at ward 18 Ntabankulu LM EPWP GRANT 162 000.00 0.00 0.00
ANDM EPWP interns EPWP GRANT 236 400.00 0.00 0.00
Umzimvubu Water Treatment Works EPWP GRANT 518 400.00 0.00 0.00
Ntabankulu Water Treatment Works EPWP GRANT 96 000.00 0.00 0.00
Matatiele Water Treatment Works EPWP GRANT 364 800.00 0.00 0.00
Ntabankulu internal road surfacing EPWP GRANT 6 000 000.00
Mt Frere internal road surfacing EPWP GRANT
Mt Ayliff internal road surfacing EPWP GRANT
Maluti internal road surfacing EPWP GRANT
Mbizana internal road surfacing EPWP GRANT 0 0.00
ANDM Home Based Care Givers (all Local Municipalities) EPWP GRANT 540 600.00 0 0.00
Page 69 of 124 4.2. CORPORATE SERVICES
4.2.1. HUMAN RESOURCES MANAGEMENT
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Integrated Employee Wellness Programme Equitable Share 2 560 000 550,000.00 R 510 000 500, 000.00 300,000 200,000
Policy development and review Equitable Share 1 050 000 550,000.00 R200 000 200,000.00 50,000 50,000
Employment Equity Plan implementation Equitable Share 400 000 100 000 R 200 000 200,000.00 50 000 -
Retention and Succession planning of staff Equitable Share 500 000 100 000 R 150 000 200, 000.00 50 000 -
Performance Management System Equitable Share 2 150 000 200 000 R 850 000 700,000.00 100 000 -
Review and adoption of the organizational structure Equitable Share 600 000 200 000 R100 000 200, 000.00 50 000 50 000
Development of a structured induction programme Equitable Share 250 000 100 000 R15 000 50,000.00 - - Coordination of all training and development Equitable Share 10 600 000 1 200 000 R3 400 000 1,800 000.00 2 000 000 - programmes District Job Evaluation Unit Equitable Share 3 000 000 400 000 R 500 000 500,000.00 100 000 -
External Bursary Scheme Equitable Share 1 650 000 300 000 R400 000 500, 000.00 350 000 200 000
4.2.2. ADMINISTRATION SUPPORT
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Maintenance of Records Management System Equitable Share R4 000 000 R1 000 000 R1 000 000 1, 000 000.00 - -
Security Services Equitable Share R27 000 000 R4 000 000 R5 500 000 8, 000 000.00 R4 500 000 R5 000 000
4.2.3. Legal Services
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Legal Admin Services Equitable Share R3 300 000 R1 000 000 R 1 000 000 1, 000 000.00 R200 000 - Page 70 of 124 4.2.4. INFORMATION AND COMMUNICATION TECHNOLOGY (ICT)
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
ICT Strategy Implementation Equitable Share R1 800 000 R 1 000 000 R 350 000 500, 000.00 50 000 -
Software maintenance Equitable Share R3 500 000 R 1 000 000 R1 000 000 1, 000 000.00 - -
Hardware maintenance Equitable Share R3 000 000 R 1 500 000 R 750 000 500, 000.00 - -
Computer Centre Equitable Share R2 200 000 - R1 000 000 500, 000.00 200 000 -
Applications upgrade – WiFi Equitable Share R1 550 000 500 000 R 350 000 700, 000.00 - -
ICT Governance Implementation (POPI and CGICTGF) Equitable Share R 700 000 - - 200, 000.00 - -
Computer Equipment - R400 000 300, 000.00 - -
Page 71 of 124 4 .3. BUDGET AND TREASURY
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
REVENUE MANAGEMENT Development of Revenue Standard Operating ANDM R200,000 R200,000 Procedures
Development of Revenue Enhancement Strategy ANDM R1,200,000 R1,000,000 R200,000
Consumer Data Cleansing ANDM R1,500,000 R1,500,000
Revenue Collection and Debt Management ANDM R1,000,000 R500,000
Consumer Billing R20,200,000 R20,400,000 R21,900,000 R23,150,000
Cash Management and Investment
Indigent Support
EXPENDITURE MANAGEMENT
Payroll Management Timeous payments of salaries ANDM
Creditors Management ANDM Commission R8,059.414 VAT Recovery R8,059,414 R5,760,000 R6,099,840 R6,435,331 Based Capital Projects Expenditure Management and ANDM Reporting Capital Projects Management Accounting
CONTRACTS AND SUPPLY CHAIN MANAGEMENT
Annual Procurement Plan
Sitting of Bid Committees ANDM
Implement the supply chain management . ANDM
Contracts Management ANDM
Supplier Database Management ANDM R500,000 R120,000
ASSET MANAGEMENT
Fixed Assets Register Update ANDM R3,000,000 R500,000 R1,000,000 R1,500,000 R500,000 R500,000 Inventory Management ANDM
Safeguarding and Maintenance of Assets ANDM R7,595,000 R1,500,000 R1,700,000 R1,795,000 R1,900,000 Insurance Of Municipal Assets
Page 72 of 124 Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017) R4,000,000 Management of Long -Term Liabilities ANDM R18,180,000 R3,210,000 R3,600,000 R3,800,000 R3,900,000 ,000 Fleet Management ANDM R866,000 R550,000 R3,100,000 R3,406,000 R3,610,000
BUDGETING & REPORTING
Develop a Budget Process Plan ANDM R 240 000 Budget Management and Reporting ANDM R180,000
Preparation of Financial Statements ANDM R8,200,000 R4,500,000 R3,100,000 R1,000,000 R500,000
Follow up and resolve audit queries ANDM
FINANCIAL MANAGEMENT SYSTEMS
Implementation of Financial Management System ANDM R2,500,000 R1,500,000 R1,000,000 R1,000,000
Maintenance of Financial Management System ANDM Maintenance of accurate and effective Financial ANDM Management Information Annual renewal of licenses ANDM R2,130,000 R800,000 R800,000 R 350,000 R380,000
Page 73 of 124 4.4. COMMUNITY DEVELOPMENT SERVICES
4.4.1. DISASTER MANAGEMENT
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Satellite Centre establishment – Mbizana Equitable share R 10 000 000 R 2000000.00 R 2M R 2M R 2M R2m
Disaster Management Volunteer Programme Equitable Share R 1,600,000.00 R 500,000.00 R 350,000.00 R 400,000.00 R 200,000.00 R 200,000.00
Disaster Management Policy Framework Equitable Share R 1,000,000.00 R 600,000.00 R 400,000.00 R 60,000.00 R 100,000.00 R 100,000.00
Disaster Management Plan Equitable Share R 1,100,000.00 R 200,000.00 R 150,000.00 R 60,000.00 R 250,000.00 R 300,000.00
Disaster Management Capacity Building Equitable Share R 850,000.00 R 350,000.00 R 300,000.00 R 130,000.00 R 1,00,000.00 R 100,000.00 Disaster Management Public Education & Community Equitable Share R 600,000.00 R 200,000.00 R 200,000.00 R 50,000.00 R 100,000.00 R 100,000.00 Awareness Programme Response , Recovery and Rehabilitation Programme Equitable Share R 13 000 000 R 2, 450, 000.00 R 2, 000, 000.00 R 943 719.00 R 2, 000, 000.00 R2, 000, 000.00
Procurement of Disaster Management vehicles Capital Budget R 4,000 000,00 R 2, 250, 000.00 - R 450 000,00 - -
Procurement of protective equipment & clothing Equitable Share R 400 000 R50,000.00 R50,000.00 R 50,000.00 50,000.00 50,000.00
Strengthening of Disaster Management Equitable Share R 450,000.00 R 100,000.00 - R 100,000.00 R 100,000.00 R100,000.00
Page 74 of 124 4.4.2. FIRE AND RESCUE
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Training center establishment – Mount Frere Equitable Share R 2 000,000,00 R 500 000,00 R 300 000,00 R 165 000,00 R 150 000,00 R500,000.00 Facilitate the recruitment and support to key Fire & R R 1 Equitable Share R 2 500,000.00 R 1, 020,000.00 R 500,000.00 R500,000.00 Rescue Service objective 1 620,000.00 320,000.00 Fire and Rescue Services Policies and By- Law Equitable Share R 1,300,000.00 R430,000.00 R 330,000.00 R 100,000.00 R 200,000.00 R100,000.00 Enforcement R R 1 000 R 1, Procurement of Fire and Rescue Services equipment Equitable Share R6,880,000.00 1 650, 000,00 R 200 000,00 1 150 000,00 000,00 500,000.00 Control center equipment Equitable Share R 5,000,00 100,000.000 R100,000.00 R145,000.00 1,000.00 1,000.00 Procurement of Fire and Rescue Services vehicles(2 X R 3, R 3 Equitable Share R4,950, 000.00 R 2,500,000.00 R 100,000.00 R 150, 000.00 Staff Training Transporters, 4 X Fire Safety vehicles) 360, 000.00 360,000.00 Development of Community Emergency Response Equitable Share R 1, 200,000.00 R 300, 000.00 R200,000.00 R200,000.00 R50,000.00 R 150 000.00 Teams (C.E.R.T) Fire and Rescue Internal Capacity Building Equitable Share R 1 050,000.00 R 450,000.00 R350,000.00 R 70,000.00 R 150,000.00 R 150 000.00
Procurement of protective clothing & uniform Equitable Share R 400 000 R1 000,000.00 R1 000,000.00 R650,000.00 50,000.00 50,000.00
4.4.3. MUNICIPAL HEALTH
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Evaluations of businesses (rural & urban) Equitable share 2,150,000.00 R100,000.00 R100,000.00 R160,000.00 500,000.00 600,000.00
Maintenance of office space Equitable Share R 1,800 000 R 700,000.00 R 700,000.00 R 100,000.00 R 100,000.00 R 100,000.00
Water and food samples analysis Equitable Share R R 900,000.00 R 700,000.00 R 400,000.00 R 900,000.00 R 950,000.00
Procurement of office furniture Equitable Share R 550 000 R 831,000.00 R 831,000.00 R 200,000.00 R 50,000.00 R 50,000.00
Equitable Share R 1 650 000 R 600,000.00 0.00 R200,000.00 600,000.00 0 Strengthening of Municipal Health Services Procurement of sampling equipment (MHS) Equitable Share R 505 000 R 200,000.00 R300,000.00 R120,000.00 20,000.00 140,000.00
Procurement of protective equipment & clothing Equitable Share R 400 000 R50,000.00 R50,000.00 R50 ,000.00 50,000.00 50,000.00
Page 75 of 124
4.4.4. ISD & CUSTOMER CARE
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017) Upgrade Incident Management System (Customer Equitable Share R3m R 500,000.00 R 500, 000.00 R500 000.00 R 200 000 R 100 000 Care) Isd & Customer Care Public Education & Community Equitable Share R 2,600, 000.00 R 550,000.00 R250,000.00 R 270 ,000.00 R 500,000.00 R 500,000.00 Awareness Programme Customer Care Centre Marketing Equitable Share R 1,000,000.00 R 350,000.00 R50,000.00 R 80,000.00 R 40,000.00 R 30,000.00
Batho Pele Championship Programme (Implementation) Equitable Share R 1,500,000.00 R 500,000.00 R250,000.00 R 250 000.00 R 100,000.00 R 100,000.00
Customer Satisfaction Surveys Equitable Share R 1,920 000 R 450 000 R350, 000.00 R 200 000 R 240 000 R 260 000
Strengthening Of District ISD Services Equitable Share R 750 000 R 150,000.00 0.00 R 300,000.00 R 70,000.00 R 70,000.00
Procurement Of Protective Equipment & Clothing Equitable Share R 400 000 R50,000.00 R50,000.00 R50,000.00 50,000.00 50,000.00
Implementation Of DCSF Equitable Share R640, 000.00 R100, 000.00 R250,000.00 R200,000.00 R140,000.00 R150,000.00
4.4.5. SPORTS, ARTS, CULTURE, RECREATION, HERITAGE AND MUSEUMS
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Sport and Recreational development programmes E/S R15m R 800, 000, 00 R800 000.00 R3m R3,5m
Arts and Culture programmes E/S R14m R 1 000, 000,00 R950 000.00 R2,8m R2,9m
Libraries R 1 000 000.00 -
Procurement of protective equipment & clothing Equitable Share R 400 000 R50,000.00 R50 000 50,000.00 50,000.00
Development of Heritage and Museum programmes E/S R13,2m R 1 000 000.00 R1 m R800 000.00 R3,5m
Page 76 of 124 4.4.6. THUSONG CENTRE
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017) Construction of 2 Thusong Centers established and MIG R 9 800 000 - R5, 000, 000.00 - - - functioning by 2014 Establishment of Thusong Centre Unit Equitable share R 1 800 000 R 400, 000. 00 R200,000.00 - - R 400 000 Improvement of government access to information Equitable share R3 000 000 R 200, 000. 00 - R 50 000 R 650 000 R 700 000 and coordination of services
4.5. OFFICE OF THE MUNICIPAL MANAGER
4.5.1. COMMUNICATIONS
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Audio Visuals and Equipment Equitable Share R350 000 R400,000.00 R 270 000 R370 000 Memorial Lecture Equitable Share R700,000.00
Translation Equitable Share R100 000 R100 000 0.00 R 100,000.00
Branding and Marketing Equitable Share R150 000 R1 500 000 0.00 R 1,800,000.00
Community Outreaches Equitable Share R500 000 R500 000 0.00 R 500,000.00
Cultural , Heritage and Legacy Programmes Equitable Share R1000 000 R 500 000 0.00 -
Newsletter and leaflet production Equitable Share R400 000 R400 000 0.00 R600,000.00 Policy pronouncements and profiling Equitable Share R350 000 R350 000 - (SONA, SOPA, SODA, SOLA) 0.00 Publicity and Awareness Costs Equitable Share R500 000 R350 000 0.00 R1,200,000.00
Signage Equitable Share R200 000 R50 000 0.00 R 200,000.00
Development and Review of Communication Strategy Equitable Share 0.00 Development Communication Capacity Building Equitable Share - Sessions 0.00 Stakeholder Engagement Sessions Equitable Share 0.00 - Page 77 of 124 Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Media Engagement Sessions Equitable Share 0.00 -
Media Training Sessions Equitable Share 0.00 - Communication and profiling of key Government Equitable Share - Calendar Days. 0.00 Co-ordination of functional communications for a Equitable Share 0.00 -
Newspapers and periodicals Equitable Share 0.00 R 75,000.00
4.5.2. IGR AND INTERNATIONAL RELATIONS (IGIR)
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Municipal co-operative agreements (MIR & Protocol) Equitable share 3 900 000 700 000 700 000 500 000 500 000 500 000
IGR and Stakeholders management 300 000 300 000 300 000
4.5.3. INTERNAL AUDIT
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Develop Strategic Internal Audit Plan Equitable Share 200.000.00 - 200.000.00 - - - Follow up on implementation of management action Equitable Share 400.000.00 - 400.000.00 - - - plan Follow up on DASHBOARD report Equitable Share ------Co-sourced specialized and mandatory Internal Audit Equitable Share R 300 000.00 R 300 000.00 0.00 R 700 000.00 R 796 670.00 R 906 690.12 assignments Implement Internal Audit plan Equitable Share - - 0.00 - - -
Revise Internal Audit Methodology Equitable Share R 150 000.00 R 150 000.00 0.00 R 181 500.00 R 199 650.00 R 219 615.00
Install Audit Management Software Equitable Share R 450 000.00 R 450 000.00 0.00 - - -
Maintain effective Audit Committee Equitable Share R 600 000.00 R 600 000.00 0.00 R 600 000.00 R 660 000.00 R 726 000.00
Page 78 of 124 4.5.4. RISK MANAGEMENT UNIT
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017) Risk assessment workshops (IT and Fraud business EQ Share R 60 000.00 R 60 000.00 R 66 000.00 R 72 600.00 R 79 860.00 enterprise Review of risk management framework EQ Share R45000.00 R45000.00 R 49 500.00 R 54 450.00 R 59 900.00
Review of fraud prevention plan EQ Share R 45000.00 R 45000.00 R 49 500.00 R 54 450.00 R 59 900.00
Development & review of anti-corruption strategy EQ Share R 220 000.00 R 220 000.00 R 242 000.00 R 266 200.00 R 292 820.00
Fraud and risk awareness workshops EQ Share R 110 000.00 R 110 000.00 R121 000.00 133 100.00 R 146 410.00
4.5.5. SPECIAL PROGRAMMES UNIT
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Youth Development Programmes and Implementation Equitable Share 10 000 000 0,00 1,000,000.00 600 000 2 000 000
HIV and AIDS Awareness Programmes Equitable Share 7 500 000 0,00 500,000.00 2000 000 1 500 000 HIV and AIDS Co-ordination Care and Support Equitable Share 4000 000 0,00 600,000.00 1000 000 1000 000 Programmes District Gender Programmes{Co-ordinate, Support and Equitable Share 8 000 000 0 0 500,000.00 2000 000 2000 000 Care} Co-ordination of District Children’s Development Equitable Share 6 000 000 0 0 800,000.00 1 500 000 1 500 000 Programmes, Care and Support District Disability Programmes, care, support and Equitable Share 7 000 000 0 0 500,000.00 2000 000 1 000 000 implementation Older Person’s Care and Support Programmes Equitable Share 5 000 000 0 0 500, 000.00 1 000 000 1 000 000
SPU Mainstreaming Equitable Share R2000 000 0 0 1,000.000.00 R500 000 R500 000
4.5.6. PUBLIC PARTICIPATION UNIT
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Community Structures Establishment & Consultation Equitable Share 500 000.00 500, 000.00
Page 79 of 124 Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Moral Regeneration Movement Equitable Share 0.00 100,000.00
Africa Peer Review Mechanism Equitable Share 0.00 -
District Speakers Forum Equitable Share 0.00 100,000.00
Municipal Public Accounts Committee Equitable Share 150 000.00 150,000.00
Open Council Day 350 000.00 500,000.00
4.5.7. CHIEF WHIP’S OFFICE
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Whippery Meetings Equitable Share 160 000.00 160 000.00 150,000.00 - -
Constituency Work Equitable Share 360 000.00 360 000.00 350,000.00 - -
Council Caucus Equitable Share 200 000.00 200 000.00 200,000.00 - -
Council Study Groups and workshops Equitable Share 800 000.00 800 000.00 800,000.00 - -
Page 80 of 124 4 .6. ECONOMIC DEVELOPMENT & PLANNING
4.6.1. LOCAL ECONOMIC DEVELOPMENT
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Ntenetyana Dam Development Equitable Share 4,500,000.00 500,000.00 750.000.00 1,500 000.00 1, 588, 500.00 1, 675, 867.50
Institutional Arrangements & Partnerships Equitable Share 150.000.00 0.00 150.000.00 0.00 0.00 0.00 2, 118, 000.00 2, 234, 490.00 Grain Production (80ha) Equitable Share 4,600, 000.00 0.00 1,500,000.00 2,000 000.00
1, 675, 867.50 Grain Production Master Plan Equitable Share 500.000.00 0.00 500.000.00 250, 000.00 264,750.00
1,059,000 .00 Fencing of Arable Land (40ha) Equitable Share - 0.00 560 000.00 1,000, 000.00 1, 117, 245.00
1,835,000 .00 Poverty Alleviation Project Equitable Share 4,600,000.00 0.00 1, 000, 000.00 1,943,265 .00 2,050,145 .00
Beach to Berg and Tourism Corridor Development Equitable Share 3,100,000.00 350,000.00 500 000.00 1, 000, 000.00 1,059,000 .00 1,117,245 .00
Capacity Building for SMME & Coops Equitable Share 4,000,000.00 0.00 1, 000,000.00 1, 850, 000.00 1,959,150 .00 2,066,903.00
Rural Development Summit Equitable Share 1,500,000.00 500,000.00 800.000.00 0.00 0.00 0.00
782,072.00 Grain Storage Facilities Equitable Share 1,000,000.00 0.00 600,000.00 700,000.00 741,300.00
ANDM Jazz Festival Equitable Share 600,000.00 0.00 600,000.00 741,300 .00 782,072.00
4.6.2. ALFRED NZO DEVELOPMENT AGENCY
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Grain Production Equitable Share R70 000 000.00 R 10 000 000 R 20 000 000 40, 000 000.00
Livestock & Poultry Production Equitable Share R60 000 000.00 R 10 000 000 R 20 000 000 30, 000 000.00
SMME Development Equitable Share R35 000 000.00 R 5 000 000 R 10 000 000 20, 000 000.00
Tourism Development Equitable Share R25 000 000.00 R 5 000 000 R 10 000 000 10, 000 000.00
Fruit , Vegetable & Flower Production Equitable Share R60 000 000.00 R 10 000 000 R 20 000 000 30, 000 000.00
Page 81 of 124 Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
Woodcluster Equitable Share R3 600 000.00 R 600 000 R 1 200 000 1,800, 000.00
Seda Alfred Nzo Agro- Manufacturing Equitable Share R1 800 000.00 R 500 000.00 R 600 000.00 700, 000.00
4.6.3. DEVELOPMENT PLANNING
Total Budget Year 1 Year 2 Year 3 Project name and Location Funding Source over Year 4 Year 5 [2012/2013] [2013/2014] [2014/2015] MTEF (2015/2016) (2016/2017)
SPLUMA Implementation Equitable Share 800, 000.00 0.00 0.00 500,000.00 529, 500.00 558, 622.50
Municipal Planning Related By-laws Equitable Share 2,000,000.00 0.00 0.00 1,000,000.00 1 059 000.00 1 117 245.00
Land Use Management Framework (LUMF) Equitable Share 1,500,000.00 280,000.00 720,000.00 500,000.00 529, 500.00 558, 622.50
OPMS Equitable Share 1, 200,000.00 0.00 0.00 700,000.00 741, 300.00 781, 071.50
IDP Review Equitable Share 4,800,000.00 600 000.00 600 000.00 850, 000.00 900, 150.00 949, 658.25
Spatial Planning (Capacity Support to LMs) Equitable Share 4,900,000.00 1,100,000.00 800,000.00 600,000.00 635,400.00 670, 347.00
Automated Filing System Equitable Share 500,000.00 0.00 0.00 500,000.00 529, 500.00 558, 622.50
Land Audit (Mbizana & Umzimvubu LMs) Equitable Share 300,000.00 0.00 600,000.00 300,000.00 317, 700.00 335, 173.50 GIS Shared Services Implementation Equitable Share 1,900,000.00 500,000.00 400,000.00 400,000.00 423,600.00 446 898.00
GIS Data Maintenance Equitable Share 3,600,000.00 600 000.00 1 000 000.00 1 000, 000.00 1 059 000.00 1 117 245.00
GIS Infrastructure Upgrade Equitable Share 1,400,000.00 200 000.00 400 000.00 400,000.00 423, 600.00 446 898.00
GIS Systems Integration Equitable Share 500,000.00 0.00 0.00 500,000.00 529, 500.00 558, 622.50
GIS Strategy Review Equitable Share 600.000.00 0.00 400.000.00 200,000.00 211, 800.00 223 449.00
Page 82 of 124 CHAPTER 5 HIGH LEVEL SPATIAL DEVELOPMENT FRAMEWORK (SDF)
5.1. EXECUTIVE SUMMARY
Spatial planning in the Alfred Nzo District Municipality policy includes the Eastern Cape Provincial Growth occurs within the national and provincial policy and Development Strategy and the accompanying directives, and sets the agenda for spatial planning at Spatial Development Plan. a local level. The national policy framework includes The ANDM SDF aligns with these policy directives and the Constitution of the Republic of South Africa, various enables the municipality to contribute to the pieces of legislation that give effect to the intentions of attainment of the spatial development targets and the Constitution in respect of spatial planning, and the objectives outlined in these policies. It also deals associated policies that outline the spatial directly with the spatial issues facing the district. transformation and development agenda. Provincial
5.2. SPATIAL PLANNING MANDATE
Since the beginning of the new democratic era in 1967, the Physical Planning Act No 88 of 1967 and other South Africa, the notion of spatial planning has laws. The Bill provides, inter alia, for a uniform, effective, become an integral part of the development planning efficient and integrated regulatory framework for and transformation discourse. The Constitution spatial planning, land use and land use management (Schedule 4 Part B) bestows this responsibility to local in a manner that promotes the principles of co- sphere of government. In the interim, municipalities operative government and public interest. It provides give effect to this mandate through the Development for and determines development principles, Facilitation Act, Act No. 67 of 1995 and the Municipal compulsory norms and standards for land use Systems Act, Act No. 32 of 2000. The latter requires a management, and promotes sustainable and efficient municipality to prepare and adopt and SDF as part of use of land. its IDP. As prescribed in the bill, the ANDM SDF gives effect to On 6 May 2011 the Department of Rural Development the development principles enshrined in the bill, and and Land Reform published the Draft Spatial Planning presents both a narrative and visual representation of a and Land Use Management Bill (SPLUMB) for public five year spatial development plan. It assumes a long comments. Once passed into law, the proposed term vision and identifies significant structuring legislation will replace the Development Facilitation Act elements of spatial development. No 67 of 1995, Removal of Restrictions Act No 84 of
5.3. NATIONAL DEVELOPMENT PLAN (NDP)
The National Planning Commission (NPC) has been local level. In view of the rural nature and established and tasked inter alia with the formulation of underdevelopment that characterises the ANDM, only a long term strategic plan for South Africa. The plan will the following are considered: articulate a long term vision and a plan for its implementation. It will shape government’s service The New Growth Path. delivery and development programmes, and guide Comprehensive Rural Development Strategy and spatial transformation. the associated programme. In the interim, the national government has adopted The Comprehensive Plan for the Development of various sector based policy frameworks. The majority of Sustainable Human Settlements. these have serious implications for spatial planning at a
Page 83 of 124 5.4. ENVIRONMENTAL MANAGEMENT
Environmental Management Plan for Alfred Nzo District protected areas, climate change and vulnerability in part, fulfils the requirements of the National mapping, and waste management. Environmental Management Act (NEMA) of 1998. It It also identifies priority environmental areas (PEAs) such was prepared as a means to promote sound as follows: environmental management and promote sustainable land use practices within the district. It Mount Fletcher-Maluti Drakensburg provides a comprehensive picture of the status of the Escarpment. environment, and outlines a strategic direction for environmentally sustainable development and Ongeluksnek-Matatiele Ridge Corridor. effective management of the natural resources. Western Tswereke Catchment It adopts a long-term vision, but also identifies short to Semongkong ridgeline medium term actions that need to be addressed as part of the IDP process. These include capacity Matatiele - Cedarville Ridge Corridor building and training, catchment management,
Map 12: Tourism Potential
Page 84 of 124 5.5. SPATIAL PLANNING
Spatial planning is a shared function between the only primary node, while Matatiele, Mt Frere and district and the local municipalities with the former Ntabankulu and Mbizana all serve as secondary focusing mainly on cross- border issues, bulk nodes. Tertiary nodes include Maluti, Cedarville, infrastructure and regional economic development. Mzamba and others. This recognises the role of these Both the current ANDM SDF (November 2007) and the towns as service centres and commercial hubs for a OR Tambo DM SDF provide an overview of the districts large part of the district, and a strategic link with towns spatial development trends and patterns, and outside the district. The N2 which runs in a north-south outlines strategies for spatial transformation at a direction linking the Eastern Cape and KwaZulu-Natal district level. They adopted a service centre (service provinces serves as the primary corridor and main node hierarchy) approach and accordingly identify access route to the district while R56 and R61 primary, secondary and tertiary nodes. Mt Ayliff is the are identified as secondary corridor.
Map 13:
In addition, they identify the following key Developing a hierarchy of service nodes. areas for intervention:
Improved access and service delivery to urban All four local municipalities have developed and and rural areas; adopted SDFs as a component of their IDPs. This review Facilitating efficient agricultural development; will consider each of these SDFs and provides a framework for alignment. Developing the tourism potential and managing the environmental resources; and
Page 85 of 124 5.6. REGIONAL ACCESS
The geographic location of Alfred Nzo District provinces suggests that Kokstad, Port Shepstone and Municipality along the border of Eastern Cape and Pietermaritzburg are the main areas that service the KwaZulu-Natal Provinces establishes the area as district with major commercial facilities. These gateway (entry and exit) point to KwaZulu-Natal economic hubs are all located in KwaZulu-Natal from the Eastern Cape and vise versa. The N2 national Province, and Umthatha in the Eastern Cape are corridor runs in a north-south direction and serves as the within a 300km radius. East London and Port Elizabeth main access route to the District. Other important are located beyond the said radius. access and trade routes include R61 linking Mbizana The position and role of the ANDM in the regional and Port Edward, and R56 which runs along the space economy is tightly interlinked with both the northern and western boundaries linking Matatiele with provinces with the area having strong functional Kokstad to the east and Mt Fletcher to the south linkages with KZN town such as Kokstad and Port respectively. The ANDM forms part of the Eastern Shepstone. Despite this strategic location of the area in Region in terms of the ECPSDP. This region includes the relation to the N2, Alfred Nzo has remained a majority of the former Transkei, smaller towns (Mt Frere, peripheral economy to these two provinces. The key Mt Ayliff, Maluti, Mbizana, etc) and the surrounding challenge is to capitalize on its regional accessibility, dispersed rural settlements which occur alongside location in relation to Drakensberg, Coastline, Lesotho various environmental corridors. The distance from the and a huge rural (rural settlement and commercial ANDM to the major economic hubs within both agriculture) catchment/threshold.
5.7. LAND USE PATTERNS
Current land use patterns has evolved in response to Cedarville and Ongeluksnek Nature the settlement patterns, rural character of the district, Reserve; and applicable planning policies and land use Conservation areas – which includes the management practices i.e. formal and customary. The protected nature reserves such as broad categories of land uses that exist within the area Ongeluksnek and Mkhambathi Nature Reserve. are: A substantial area of arable land has been left fallow. Urban Settlement – these a r e t h e small This could be ascribed to a number of factors including towns w i t h an agglomeration and variety of availability of resources to produce food, degradation social and economic uses; and loss of productive potential. Most of the hillslopes Rural Settlements – which primarily includes are used for grazing of livestock with the result that rural villages with social facilities, subsistence most of these slopes have limited vegetation cover agriculture but limited economic uses; (ADM Enviro Status Quo Report, June 2003:1). commercial agriculture – these are mainly the privately owned farms within around
5.8. LAND OWNERSHIP PATTERNS
Land ownership within Alfred Nzo District Municipal (former commercial farms) is surveyed and registered, Area is dominated by stateland which functions as the but much, especially communal land, has only rural villages and accommodate the majority of the recently been surveyed and is still unregistered in the population. There are few privately owned farms within Deeds Registry (PSDP, Vol 1: 60). Matatiele and Umzimvubu Municipal Area. The majority There are numerous parcels of state land located of the land is registered in the name of the state and throughout the local municipal areas. They include used for a different uses. The following categories of the Nature Reserves, land parcels upon which stateland could be identified: various facilities have been constructed, for example, State land – the majority of the land parcels government and municipal offices, police stations, within the municipal area are held in trust by the schools, clinics and utilities (such as water works and Minister of Rural Development and Land Reform sewerage treatment works). (Formerly the Minister of Land Affairs). Some state land
Page 86 of 124 5.9. COMMUNAL L AND
Communal land is held in trust by the Minister occupation rights. Individual’s rights on the land are of Rural Development and Land Reform and protected in terms of the Interim Protection of Informal formerly registered in the name of the state, it is Land Rights Act, Act No. 31 of 1996 also known as occupied by individuals members of the respective IPILRA. communities under Permission to Occupy (PTO) and/or customary tenure commonly referred to as beneficial
5.10. LAND TENURE UPGRADING
The land tenure upgrading project has been Upgrading of land tenure rights that pertain to initiated in Maluti, which is a former R293 township that communal land in the rural hinterland. These include is situated within the administrative boundaries of Permission to Occupy (PTOs) and beneficial Matatiele Municipality. This upgrading of land tenure occupation rights. The declaration of the Communal rights in Maluti occurs at two levels such as follows: Land Rights Act, Act No. 11 of 2004 (CLaRA),unconstitutional means that the status quo Upgrading of Deeds of Grant, which the apartheid will remain in the rural areas until a new land rights government issued to black people in urban areas in legislation is enacted. This has denied local the past. A review of the land ownership database in communities an opportunity to benefit from localised Maluti suggests that an overwhelming majority of spatial planning and exercise their rights in terms of residents still hold the land in terms of Deeds of Grant. security of tenure (CLaRA provided a continuum of The extent to which the same applies in Itsokolele tenure security from communal through to titling Township needs to be confirmed. paradigm).
5.11. BULK INFRASTRUCTURE (WATER AND SANITATION)
The provision of bulk services is very important for therefore a legal mandate as well as an economic the sustainability of settlements and economic instrument to unleash the growth of the area. Sector growth, such that economic development is heavily plans have been prepared for some of the services. dependent on the availability of good infrastructure in These include the Water Services Development Plan order to be unlocked. Local government has a and Integrated Development Plan. The responsibility as well, to ensure that communities have recommendations thereof have implications for the access to basic services. Bulk infrastructure delivery is SDF especially for alignment and integration purposes.
5.11.1. SANITATION
The Water Services Development Plans indicated that planning standards should be applied in all sanitation there is a huge sanitation backlog within Alfred Nzo, projects: particularly within Ntabankulu where the town does not Giving priority to settlements located within have a waterborne sewerage. Also some rural priority environmental areas. v i l l a g e s within v a r i o u s p a r t s of t h e municipal area have poor access to sanitation. Providing settlements located within a 100m Packaging of sanitation programs should be based on of wetlands with lined ventilated pit latrines at settlement clusters and be integrated with the drive the minimum. towards the transformation of rural villages into sustainable human settlements. The following spatial Providing urban (Ntabankulu) and other peri- urban settlements with water borne sewerage.
Page 87 of 124 5.11.2. WATER
Like many areas in South Africa, Alfred Nzo Bulk water supply system where rural Municipality has inherited the historical legacy of a schemes can just be “plugged in”. large backlog of water services infrastructure. This Bulk water supply to Cedarville. situation is clearly intolerable and therefore the efficient and adequate supply of water services for Raw water supply for Agricultural domestic consumption and for economic irrigation (Ongeluksnek, Matatiele, Cedarville, development is one of the most important challenges and some other areas). facing Alfred Nzo District Municipality, in its capacity as the Water Services Authority for its area of Implementation Readiness Study for Regional Bulk jurisdiction . ANDM has identifies the following as Water Supply Infrastructure in the Matatiele and critical and strategic water supply areas: Umzimvubu Municipality areas recommended the following bulk water schemes for Matatiele: Additional sustainable water source for Matatiele and Maluti towns. M1 - Kinira River Dam.
Map 14:
5.12. SPATIAL ECONOMY
This section provides an analysis of where inherent comparative advantage relative to spatial population and economic activities and related characteristics and economic infrastructure so as to opportunities are located within the Alfred Nzo District enhance the process of translating the comparative Municipality. It compares the structure of the district advantage to competitive advantage for the district economy, with those of other districts economic and province’s benefits. performances within the Eastern Cape Province. The main aim is to identify those sectors of the economy with which the Alfred Nzo District has an
Page 88 of 124 5.13. IMPACT OF BOUNDARY RE – DEMARCATION
Alfred Nzo has over the years evolved drastically in Both these municipalities shared the administrative terms of geographical space and population boundaries and therefore mark an improvement in the composition. During the early 2000s, the district spatial configuration of the district for planning and comprised of Umzimvubu and Umzimkhulu Local administrative purposes. Municipalities. Both these municipalities were very The recent demarcation following 2011 local fragmented such that they did not even share the government elections has resulted in Alfred Nzo District boundaries, which allowed for wall-to-wall municipal obtaining two additional local municipalities (i.e. planning. After the 2006 local government elections, Ntabankulu and Mbizana). This will further strengthen Alfred Nzo District administrative boundary was the role of co-ordinated spatial planning amongst the changed to include Matatiele. Umzimkhulu Local four municipalities that were previously administered by Municipality was transferred to KwaZulu-Natal Province. two different districts.
5.14. UNDER-DEVELOPED URBAN CENTRES
Urban towns (Mount Ayliff, Matatiele, Mount Frere, developed and structured. They are characterised by Mbizana and Ntabankulu) play a significant role within an unstructured linear form, land use separation and the municipal area. These serve as the administrative, sprawling residential expansion. These towns should service and main economic centres with a threshold be planned as rural towns and be structured and that covers the full extent of the municipal area and managed to enable them to perform their functions beyond. Although these towns exist with a range efficiently and effectively. of commercial activities, they are currently poorly
5.15. SPATIAL PLANNING PRINCIPLES
Alfred Nzo District Municipality’s SDF is underpinned by Provincial Spatial Development Plan. The following normative principles reflected in various policy principles have been extracted from these sources and documents and pieces of legislation including the are considered appropriate to guide the preparation, Development Facilitation Act (DFA), National review and implementation of Alfred Nzo Municipality Environmental Management Act (NEMA) and SDF.
5.16. SPATIAL FRAMEWORK
Alfred Nzo District Spatial Framework provides Protection of high value agricultural land; guidelines a n d d i r e c t i v e s f o r development Rural Development and Agrarian Reform; in respect of the following key concerns: Economic Development and Land Use Spatial transformation and restructuring; Management. Environmental management;
Page 89 of 124 5.17. SPATIAL RESTRUCTURING
The following are the k e y e l e me n t s of a s p a t i a l Hierarchy of corridors. restructuring programme for Alfred Nzo District Settlement clusters. Municipality:
Hierarchy of Nodes
5.17.1. PRIMARY NODE
Mount Ayliff is one of the main urban centres within Location of district and sub-district offices of Alfred Nzo District. It is strategically located at the various government departments and service central parts of the district and it plays an important delivery agencies. role as a regional centre for district. It has a good Location of facilities and services potential as a primary node for investment promotion for an effective administration. and centre of supply of services in the district. It forms part of the provincial spatial systems and is identified in Industrial development, focusing mainly on the PSDP as one of the economic hubs. This node has the processing of raw materials produced administrative, social, and economic potential and within the sub-region. there is provision of concentration of different activities of services. As a regional node, the following activities Location of public facilities serving the whole should be strengthened in Mount Ayliff Town: sub-region and beyond. These may include district hospital, sports facilities and Development of commercial activities serving transportation facilities. the entire district municipal area and the surrounding areas (region).
5.17.2. SECONDARY NODES
There are three secondary nodes that have been Development of commercial activities serving identified within the district and these are: the whole local municipal areas and the surrounding areas (sub-region). Matatiele; Light Industrial development, focusing mainly Mount Frere; and on the processing of raw materials produced Mbizana within the sub-region and the neighbouring areas – agri-processing centre. These nodes currently function as the main urban centres for the local municipalities that they serve. Location of p u b l i c f ac i l i t i e s s e r v i n g the Similar to the primary node, these areas are well l o c a l municipalities . These may include located within the main transportation routes that sports and transportation facilities. connect nodes with various settlements within each Location of facilities and services for an local municipality. As a sub-regional node the following effective administration and local governance activities should be strengthened in these secondary of the municipalities. nodes:
5.17.3. TERTIARY NODES
While the primary and secondary nodes serve as Location in relation to major access routes. regional and sub-regional centres, at least four other Secondary nodes are located either along a areas present an opportunity for the development of primary or secondary corridor, or at the tertiary nodes with much less threshold/sphere of intersection of the primary and secondary influence, namely: corridors. Maluti; Location in relation to large rural or urban settlements, which provides a threshold for Cedarville; services, rendered from these areas. Mzamba. Development potential based on the above Three main factors have influenced the selection of two factors, and broad overview of the these areas, such: historical development of the areas as well as the current level of development.
Page 90 of 124 Map 15:
5.17.4. H I E R A R C H Y O F D E V E L O P M E N T C O RR I D O R S
Development corridors in Alfred Nzo District of people and trade between two points (origin and Municipality occur at different scales depending on destination) and encourages nodal development at function and categorization of the transportation route strategic point. that forms the basis of the corridor. They carry the flows
5.17.5. PRIMARY CORRIDOR
The N2 is identified in the NSDP as a national corridor, Facilitate the establishment of mixed land use and is recognised as such (strategic transport route) in activity nodes at the intersection of the N2 the PSDP. It runs in a north to south direction almost and the regional or provincial routes. Activities dividing Alfred Nzo District Municipality into half and link that may locate in these areas include the area with KwaZulu-Natal towards the north as well logistics, warehousing, light industry and as Eastern Cape towards the south. The N2 is a high commercial facilities. speed limited access road providing access and inter- nodal connections at a national and provincial level. At a regional and local level, it presents an In the short to me di u m t e r m , hi gh v a l u e opportunity for the integration of Alfred Nzo to the agricultural l a n d located along the corridor should national and provincial trade routes. It is a tourist route be protected, but in the long term, strategically to the major tourist destinations in Eastern Cape. located areas abutting onto the mixed land use Development along this route should occur as follows: nodes should be opened for development as mixed land use precincts.
Page 91 of 124 5.17.6. SECONDARY CORRIDORS
R56 and R61 are the provincial routes that link Alfred going densification along this route is resulting in R61 Nzo with external significant nodes such as Kokstad, fulfilling the role of a residential access road. Port Edward and Mount Fletcher. Secondary to the N2, Development along R61 and R56 Development these routes serve as the main link between the Eastern Corridor should follow the following guidelines: Cape Province and KwaZulu-Natal Province. These are identified in the Provincial Spatial Development Plan R61 and R56 are regional limited access and (PSDP) - Eastern Cape as some of the Strategic high speed public transport routes, as such Transport Routes. direct access onto this road should be subject to the provincial road transport regulations. R56 is a multi-sectoral corridor as it facilitates access to agricultural zones in the Cedarville-Matatiele Area, Higher order land uses should be tourism zones in the Ongeluksnek area and accommodated in the nodes, but lower order commerce and industry in Matatiele. It forms the land uses could develop in a linear fashion basis for a road system that connects different parts subject to alternative access opportunities; of the municipal area. A 15m buffer should be observed from the Due to the current settlement patterns and population boundary of the road reserve. This has implications for distribution, R61 has attracted a lot of settlement and settlements that have encroached onto the buffer establishment of business uses dependent on areas. accessibility and population concentrations. The on-
5.17.7. TERTIARY CORRIDORS
There are a number of existing roads that have Road linking Matatiele and Ongeluksnek; potential to develop as tertiary development corridors. Road linking Swartburg with both Matatiele These create opportunities to unlock new and Cedarville; Road from Ntabankulu to N2 development areas through the use of a network of (leading to Mount Frere); Road from tertiary corridors. The key existing tertiary corridors Ntabankulu to Isilindeni; include; Mzamba-Mtentu Road; and The road from Matatiele to Lesotho through Maluti is one of the roads that c ar r y huge Other district roads providing access to clusters v o l u me s of v e h i c u l a r a n d t r ade related of rural service nodes and settlements. traffic. It also provides access to a large Map 16: number of peri- urban and rural settlements located just outside of Maluti. This road requires regular maintenance and upgrade as it has huge volumes of traffic. Road to Ongeluksnek which braches nearly 15km outside of Matatiele. This road provides access to a tourist destination (tourism node) and block of high potential agricultural land located in the area. It also requires substantial upgrading and maintenance. Proposed Maluti – Kingscote link road. This road will run along the foothills of the Drakensburg Range and thus provide strategic linkages and unlock tourism development potential of this area.
Page 92 of 124 5.17.9. PROPOSED WILD COAST TOLL ROUTE
There is a proposed national route (i.e. wild coast toll such that both routes will be under the authority of the route) which will be positioned from Mbizana Department of Transport. However the description of (Mzamba) to Lusikisiki. According to the discussion the existing N2 may change. with South African Roads Agency Limited (SANRAL) this toll road will not replace the existing N2
Page 93 of 124 CHAPTER 6 SECTOR PLANS AND SECTOR CO-ORDINATION
6.1. INTRODUCTION
The municipality has a number of sector plans in hence referred to as sector plans. In essence, the key principle, which are viewed as the component parts of relevant sector plans will be listed below and briefly the IDP. These plans are used in conjunction with the described in showing the update of their development IDP, hence serving as plans guiding specific functions of status hence can be acquired from the municipality on the municipality. The municipal departments and other request. The following is a list of relevant sector plans stakeholders such as sector / government departments, and policies referred to as annexures to the IDP in their key major functions develop plans for document: addressing specific pressing development matters,
6.2. LIST OF SECTOR PLANS AND UPDATE
ANDM ANDM SECTOR PLANS PROGRESS / COMMENTS YES NO ANNEXURES SDF is currently under review and will be completed in 2014 – 2015 Spatial Development Framework (SDF) X financial year Disaster Management Plan (DMP) X Adopted by Council in 2013 -2014 financial year The plan / framework together with the policy were crafted during Risk Management Plan / Framework X financial year 2013 – 2014; by June 2014: awaiting Council Adoption Local Economic Development (LED) X The updated strategy was adopted by Council in March 2013. Strategy The LUMF is used in conjunction with the SDF guiding the LMs in the Land Use Management Framework development of their LUMS. Currently, there is no LUMF in place, however X (LUMF) it is in the process of development and will be finalized in 2014 – 2015 financial year It is the role and responsibility of the LMs to develop LUMS that are aligned Land Use Management System (LUMS) X to the LUMF of the District Municipality (not a competency of the DM). Coastal Zone Management Plan Just appointed a Service Provider to develop it and will be completed in X (CZMP) 2014-2015 financial year Environmental Management X Adopted by Council in December 2013 Framework (EMF) Air Quality Management Plan (AQMP) X Yet to be developed by the municipality. Integrated Waste Management Plan Just appointed a Service Provider to review it and will be completed in X (IWMP) 2014-2015 financial year For the Coastal Protected Areas. This plan will be developed by Mbizana C-Plan X LM, which is the only coastal municipality in our area of jurisdiction. This plan incorporates two entities, which are the Water Services and Waste Service Development Plan X Sanitation Master Plans. The reviewed plan has just been completed and (WSDP) is awaiting approval by Council. The plan is currently under review to incorporate the two new LMs Water Safety Plan (WSP) X Ntabankulu and Mbizana and will be completed in 2014 – 2015 financial year Emergency Response Plan X Adopted by Council in December 2013 (Waterborne) Health And Safety Plan X Adopted by Council in December 2013 Dam Safety Plan X Adopted by Council in December 2013 Effluent Management Plan X The plan has just been finalized / completed and adopted by Council. Waste Water Risk Abatement Plan X The plan has just been finalized / completed and adopted by Council. (WWRAP) The plan is currently under review to incorporate the two new LMs Water Conservation and Demand X Ntabankulu and Mbizana and will be completed in 2014 – 2015 financial Strategy (WCDM) year. Public Transport Plan (PTP) / Integrated Reviewed and completed in 2013 – 2014 financial year and in June 2014 X Transport Plan (ITP) to be adopted by Council. This plan is a role and responsibility of the LMs. The LMs are required to develop their own housing plans with the assistance from DHS, which is the Housing Sector Plan (HSP) X main source of funding for the activity. In essence, the DM has a desire to craft a district-wide Housing Master Plan; however the current challenge is the issue of funding.
Page 94 of 124 ANDM ANDM SECTOR PLANS PROGRESS / COMMENTS YES NO The plan was adopted with the 5-year IDP 2012 / 17). The organogram Institutional Plan (IP) X was also reviewed and approved with the IDP 2012 / 17 and is currently being implemented and reviewed on annual basis together with the IDP Financial and Capital Investment Plan X Yet to be developed by the municipality (FCIP) Occupational Health and Safety Plan OHSP was last developed in 2008 and has never been review since. The X (OHSP) Plan will be re-crafted in financial year 2014 - 2015 Organizational Performance The Organizational Performance Management Framework (OPMF) and Management Plan (OPMS) and SDBIP are continuously implemented and reviewed together with the IDP. X Service Delivery and Budget This will be approved at the end of June 2014 after the final draft IDP & Implementation Plan (SDBIP) Budget have been approved by Council at the end of May 2014. The Integrated Strategy / Plan has not been developed as yet, however Energy / Electricity Master Plan (EMP) X an Electricity Sector Plan is available and reviewed in 2013 – 2014 financial year: by June 2014: awaiting Council Adoption Infrastructure Investment Plan (IIP) X Yet to be developed by the municipality These types of plans are developed by the LMs with reference to different Area Based Plans (ABP) X localities and specific contexts. Reviewed in 2013/14 financial year: by June 2014, awaiting Council Water Services Development plan X Adoption Developed in 2013/14 financial year : by June 2014: awaiting Council Backlog Eradication Strategy X Adoption Developed in 2013/14 financial year : by June 2014: awaiting Council Sanitation Master Plan X Adoption Reviewed in 2013/14 financial year : by June 2014: awaiting Council Electricity Sector Plan X Adoption
Anti-Corruption Strategy (ACS) X Yet to be developed by the municipality
6.3. MUNICIPAL SECTOR POLICIES (OTHERS)
Apart from legislative requirements, the following are policies and procedures developed to guide all Human Resources Financial Management activities and procedures of the municipality. These policies are developed to ensure effective and Gift, favors or reward policy Fraud response plan efficient service delivery and use of municipal assets. They are:- Hours of work policy Indigent support policy Standing rules for municipal Housing rental policy Human Resources Financial Management council Implementation of new Supply chain management policies & procedures policy 13th cheque policy Accounting policies Internship training policy Acting allowance policies and Capital replacement reserve procedures manual policy Leave regulations policy Code of conduct policy Fleet management policy Long service allowance policy Compensation for occupational diseases and Fixed asset management Management of subsistence injuries policies and policy abuse procedures procedures manual Personal protective occupational health and Investment and cash equipment policy safety policy management policy Private work for remuneration
Consuming of alcohol or any policy abusive drugs- substance policy Public holiday policy Auxiliary and Information Recording of attendance Death of staff member policy Technology policy Email and Internet User Recruitment procedure Draft- promotion policy Policy manual Telephone and cell phone Recruitment and selection Sexual harassment policy policy policy Smoking policy Removal expenses policy
Unauthorized absence policy Other Salary advance policy
Retention policy Delegation of powers policy Salary deduction policy Employee assistance Draft - fraud prevention programme policy strategy Page 95 of 124 Human Resources Financial Management Human Resources Financial Management
Training and development Upwards mobility of staff policy
Page 96 of 124 CHAPTER 7 CONCLUSION
The implementation of the IDP and Budget will need a During this process of engagement with communities, concerted and undivided effort by all stakeholders inputs and comments were made according to (both internal & external) in order to realize the community / ward needs. It is also essential to note that mandate, goals and objectives of the government for during the process councillors and officers made their changing the lives of communities and citizens for the own observations. Generally, the key challenges that better. The SDBIP as an implementation plan of the IDP are facing the entire district area of jurisdiction are as & Budget will eventually ensure commitment of all the follows: resources (human & financial) that the municipality has Lack of Water and Sanitation provision at its disposal to put everything into perspective by envisaging the outputs and outcomes we will Lack of electricity eventually expect in the implementation of our programmes and projects for a better life within the Lack and poor access roads and bridges entire municipal area of jurisdiction. High level of unemployment that results in In realizing our vision, mission and mandate after poverty tabling the first complete draft IDP and Budget 2013 – Lack of agricultural infrastructure and 2014 to the Council on the 28 March 2014, Alfred Nzo production inputs District Municipality together with its family of local municipalities embarked on the community outreach Issues of crime (safety and security) programme (April – May 2014). The inputs on the IDPs & Failure to maintain existing infrastructure Budget by all family of municipalities were made for further consideration and consolidation into the final Poor coordination and provision of services drafts. This exercise seeks to ensure the promotion and delivery between the spheres of the enhancement of public participation in all the affairs of government the municipality. Furthermore, the objectives of promoting and enhancing public participation result in the following outputs: There are specific wards that were identified in the process as of urgent need and intervention for the Enhance development and service delivery provision of water, sanitation, access roads and bridges Make governance more effective as they are not accessible in order to acquire services such as Umzimvubu, Ntabankulu (ward 15) and Deepen democracy Mbizana (ward 19). This envisages that there is still a Acquire public comments through community mammoth task and responsibility of better dialogue communication, alignment and cooperation between all the spheres of government.
Page 97 of 124 ANNEXURE 1: PROGRAMMES / PROJECTS FROM SECTOR DEPARTMENTS AND LOCAL MUNICIPALITIES
DEPARTMENT OF PUBLIC WORKS - BUILDINGS
MATATIELE LOCAL MUNICIPALITY
Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015
Ex-Maluti Foyer Upgrade Project Maluti DRPW R8.5 million Ex-Maluti Electrical Upgrade Maluti DRPW R500 000 Project Ex-Maluti College Additional Block Maluti DRPW R10million for Department of Education Department of Social Dept. of Social Matatiele R26million Development offices development DRPW Houses 5&6 and 7&8 Maluti DRPW R1.4million
UMZIMVUBU LOCAL MUNICIPALITY
Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 Mt frère Social Cluster Offices in Mt Mt Frere DRPW R12million Frere DRPW Offices in Mt Ayliff Mt Ayliff DRPW R500 00 Ex-Mary Theresa Nurses Home Mt Frere DRPW R6 million Additions and Alterations Department of Human Settlement Mt Ayliff DRPW R1.5million & Health Offices Renovations to DRPW Depot Mt Frere DRWP R4 million Mechanical Workshop in Mt Frere
NTABANKULU LOCAL MUNICIPALITY
Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 Additions & Renovations to DRPW Ntabankulu DRPW R6.5 million Depot in Ntabankulu Additions & Renovations to DR Ntabankulu DRPW R5.2 million DAR Offices in Ntabankulu
MBIZANA LOCAL MUNICIPALITY
Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 Construction of department of Mbizana DRPW R15million Education New Offices in Mbizana Renovations & Alterations to Mbizana DRPW R4 million DRPW Depot at Nomlacu
Page 98 of 124 ROADS
PROVISION OF ROADS INFRASTRUCTURE: MATATIELE
Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015
DR08017 N2 towards Cedarville R9.5m
DR08077 R56 to Pabalong R3.50Million DR08012 Matatiele to Qacha’sneck R1.0million Regravelling DR08013 Matatiele to Onguluks’neck Regravelling D639 Matatiele R 3.3m
PROVISION OF ROADS INFRASTRUCTURE: UMZIMVUBU
Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 Routine Road Maintenance R 5,991m Umzimvubu LMA DR08090 From DR08086 to Qwidlana R 2,8m Umzimvubu DR08070 R2.8m Umzimvubu LCM DR08015 to Cancele R 4.5m Regravelling Umzimvubu DR08079 R5.5m R2.2m DR08412
DR08090 Umzimvubu R2 528 663.13
DR08104 Umzimvubu R 4 681 030.40
DR08163 Umzimvubu R 2 883 999.52
DR08102 Umzimvubu R 3 164 510.00
DR08412 Umzimvubu R 2 272 578.60
PROVISION OF ROADS INFRASTRUCTURE: NTABANKULU
Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 DR08125 N2 TOWARDS SIPETU R 78m PHASE I DR08125 N2 TOWARDS SIPETU Estimated at
PHASE II R125m DR08103 ROUTINE ROAD R4.5M MAINTENANCE PROJECTS Routine Road Maintenance R9.1m Bizana & Ntabankulu RRM Routine Maintenance Contract Ntabankulu, Bizana, Mt. Frere RMC Maintenance of tar road DR08120 R61 towards Holy Cross R3.0m km Bizana
Page 99 of 124 Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 DR08110 Dlantaka to Mnceba + R3.0m Ntabankulu DR08105 Mfundisweni to Bhungeni R2.7m Ntabankulu DR08103 Mfundisweni to Tonti R3.0M Ntabankulu DR08106 Ntabankulu R 2 592 005.46
D639 Ntabankulu R 3 300 364.07
PROVISION OF ROADS INFRASTRUCTURE: MBIZANA
Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 Routine Road Maintenance Bizana & Ntabankulu RRM Routine Maintenance Contract R9.1 Ntabankulu, Bizana, Mt. Frere RMC Maintenance of tar road Regravelling DR08437 5.5km R2.1m Mbizana Regravelling DR08250 4.92km R2.5m Mbizana DR08120 R61 towards Holy Cross R3.0m km Bizana Flood Damage DR08250 R2.3M Low Level Bridge
PROVISION OF ROADS INFRASTRUCTURE DISTRICT
Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 Matatiele DR08069 (Khoapa to Queensmercy) Matatiele ( Onguluksnek DR08646 to Lesotho Boarder Post) Umzimvubu ( Mandileni to DRO8079 R4.2MILLION Ncome Springs) Umzimvubu ( DR08085 Mandileni to R3.5MILLION Hillside) DR08067 Matatiele Sibi R4.3MILLION Consultants on site Matatiele ( assessing DR08503 Ramafule to form 14/03/14 Lenotsing) through the weekend Matatiele ( DR08411 Matshileng to R4.0MILLION Good Hope) Matatilele (Mparane to DR08060 R2.3MILLION Nene Police station) Matatiele ( DR08306 DR08017 to R3.2MILLION Mvenyane SSS) Umzimvubu ( DR08098 R4.5MILLION N2 to Ntsizwa) Page 100 of 124 Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 Umzimvubu ( DR08015 Mt Frere to R14 MILLION Ngwetsheni)
EASTERN CAPE PARKS AND TOURISM AGENCY
Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 Maloti Drakensburg Transfrontier Matatiele ECPTA, NDT, R480 000 R480 000 programme Mehloding Hiking Trail AmaBhaca Matatiele and co-operative (smme ECPTA R40 000 R40 000 Mt Frere development) Mkhambathi Nature Reserve Mbizana ECPTA, DEA R1 000000 R1 000000
Ongeluksnek nature reserve Matatiele ECPTA R500 000 R500 000
Alfred Nzo Regional tourism Forum Alfred Nzo DM ANDM, ECPTA R12 000 R12 000 Mehloding mountain bike and horse racing, Freedom Challenge, Matatiele Fees, Jazz Festival Matatiele ECPTA R20 000 (events)
DSRAC, ECPTA, Heritage inventory development Alfred Nzo R10 000 R10 000 ANDM
DEPARTMENT OF SOCIAL DEVELOPMENT
Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015
Older Persons Matatiele R 484 400.00
Older Persons Umzimvubu R 1 358 400.00
Older Persons Mbizana R 780 400.00
Older Persons Tabankulu R 376 800.00
Child Care and protection Matatiele R 3 844 560.00
Child Care and protection Umzimvubu R 6 762 720.00
Child Care and protection Mbizana R 5 390 490.00
Child Care and protection Tabankulu R 4 290 390.00
Services to People with Disabilities Umzimvubu R 1 455 328.00
Services to People with Disabilities Mbizana
2.7 Victim Empowerment Matatiele R 3 175 622.00
2.7 Victim Empowerment Umzimvubu R 1 425 622.00
2.7 Victim Empowerment Mbizana R 225 000.00
2.7 Victim Empowerment Tabankulu R 225 000.00
HIV & AIDS Matatiele R 600 000.00
HIV & AIDS Umzimvubu R 600 000.00
HIV & AIDS Mbizana R 600 000.00 Page 101 of 124 Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015
HIV & AIDS Tabankulu R 600 000.00
Support to Families Matatiele R 180 000.00
Support to Families Umzimvubu R 180 000.00
Support to Families Mbizana R 65 000.00
Substance Abuse Matatiele R 100 000.00
Substance Abuse Umzimvubu R 200 000.00
Substance Abuse Mbizana R 76 000.00
Substance Abuse Tabankulu R 80 000.00
Yandlala Mpisini Ntabankulu 430,200,00 Ngutyana Household Food Mbizana 400 000,00 Garden Organization Masibhuka Umzimvubu 500.000.00
Nyamezela Makhaya Matatiele 319 800.00
Masiyephambili Mbizana 250.000.00
Zanempilo Mbizana 500.000.00
Babondla Ntabankulu 398.590.00
Sonqandwa Ntabankulu 387.000.00
Someleze HCBC Matatiele 400 000.00
Ikaheng Protea Matatiele 350.000.00
Lesedi Bana Ba Lebenya Matatiele 264.410.00
Substance Abuse Mt Ayliff 100000
Substance Abuse Matatiele 100000
Substance Abuse Mbizana 76000
Substance Abuse Tabankulu 80000
Substance Abuse Umzimvubu 100000
Community based Services Maluti 839107
Child Care and protection Matatiele 447830
Child Care and protection Matatiele 1612000
Child Care and protection Matatiele 120280
Child Care and protection Mt Frere 1580000
Community based Services Mt Frere 1525200
Child Care and protection Mt Frere 200000
Child Care and protection Umzimvubu 225000
Page 102 of 124 DEPARTMENT OF HEALTH
Year 2 Year 1 Year 3 Project/programme name Location Funding source Total budget (2013- (2012-2013 2014-2015 2014)
CLINICS UMZIMVUBU BUILDING OF A SEBENI CLINIC Doh 5.200,000 SUB- DISTR CLINIC UMZIMVUBU BUILDING OF A CHIBIN I CLINIC Doh 5.200,000 SUB- DISTR CLINIC UMZIMVUBU BUILDING OF A ZULU CLINIC Doh 5.200,000 SUB- DISTR CLINIC UMZIMVUBU BUILDING OF A TONTI CLINIC Doh 5.200,000 SUB- DISTR CLINIC UMZIMVUBU BUILDING OF A CACADU CLINIC Doh 5.200,000 SUB- DISTR CLINIC UMZIMVUBU BUILDING OF A NGOZI CLINIC Doh 5.200,000 SUB- DISTR CLINIC MALUTI SUB- RESTORATION OF NYANISO CLINIC Doh 5.200,000 DISTR CLIN MALUTI SUB- BUILDING OF A MAFUBE CLINIC Doh 5.200,000 DISTR CLINIC MALUTI SUB- BUILDING OF A MMANGO CLINIC Doh 5.200,000 DISTR CLINIC MALUTI SUB- BUILDING OF A CEDARVILLE CLINIC Doh 5.200,000 DISTR CLINIC MALUTI SUB- BUILDING OF A MANGOLOONG CLINIC Doh 5.200,000 DISTR CLINIC MALUTI SUB- BUILDING OF A MALUTI CHC Doh 7,000,000 DISTR CLINIC UMZIMVUBU QAQA CLINIC Doh 900,000 UPGRADE SUB- DISTR UMZIMVUBU REP & MFUNDISWENI CLINIC Doh 300,000 SUB- DISTR MAINTENANCE UMZIMVUBU REP & MNCEBA CLINIC Doh 300,000 SUB- DISTR MAINTENANCE UMZIMVUBU REP & MPETSHENI CLINIC Doh 500,000 SUB- DISTR MAINTENANCE UMZIMVUBU REP & AMALONGWANE Doh 1,000,000 SUB- DISTR MAINTENANCE UMZIMVUBU REP & AMANDENGANE Doh 500,000 SUB- DISTR MAINTENANCE UMZIMVUBU REP & DALIWONGA CLINIC Doh 500,000 SUB- DISTR MAINTENANCE UMZIMVUBU REP & HLAMANDALA Doh 500,000 SUB- DISTR MAINTENANCE UMZIMVUBU REP & KHANYAYO Doh 500,000 SUB- DISTR MAINTENANCE UMZIMVUBU REP & KWANDELA Doh 500,000 SUB- DISTR MAINTENANCE UMZIMVUBU REP & MAKHWANTINI Doh 500,000 SUB- DISTR MAINTENANCE UMZIMVUBU REP & QASA CLINIC Doh 900,000 SUB- DISTR MAINTENANCE UMZIMVUBU REP & QOBO CLINIC Doh 500,000 SUB- DISTR MAINTENANCE UMZIMVUBU AMADIBA CLINIC Doh 400,000 UPGRADE SUB- DISTR UMZIMVUBU AMANTSHANGASE Doh 500,000 UPGRADE SUB- DISTR UMZIMVUBU BALENI CLINIC Doh 500,000 UPGRADE SUB- DISTR UMZIMVUBU NTLENZI CLINIC Doh 500,000 UPGRADE SUB- DISTR HOSPITALS MALUTI SUB KGOTSONG TB HOSPITAL DOH 280,000,000 REVITALIZATIONS DISTRICT UMZIMVUBU ST PATRICS HOSPITAL DOH 280,000,000 REVITALIZATIONS SUB- DISTR
Page 103 of 124 Year 2 Year 1 Year 3 Project/programme name Location Funding source Total budget (2013- (2012-2013 2014-2015 2014) UMZIMVUBU SIPHETHU HOSPITAL DOH 320,000,000 REVITALIZATIONS SUB- DISTR UMZIMVUBU MAJOR GREENVILLE HOSPITAL DOH 6,500,000 SUB- DISTR RENOVATIONS
DEPARTMENT OF ENVIRONMENTAL AFFAIRS
Year 2 Year 1 Year 3 Project/programme name Location Funding source Total budget (2013- (2012-2013 2014-2015 2014) Umzimvubu Umzimvubu Street Cleaning and R15 174 184 Local R15 174 184 Town Beautification Phase 2 Municipality Ntabankulu Street Cleaning and R5 000 000 Local Beautification R5 000 000 Municipality Majazi Landfill Site and Mbizana Local
Recycling Facility R20 000 000 Municipality R20 000 000 Umzimvubu
Umzimvubu Commercial Nursery R6 000 000 Local R6 000 000 Municipality Matatiele Nature Reserve Matatiele Local Gateway Office and Ecotourism R7 000 000 Municipality R7 000 000 Complex Mbizana Local Mthamvuna Nature Reserve R10 000 000 Municipality R10 000 000
DEPARTMENT OF SPORTS RECREATION AND CULTURE (DSRAC)
Year 1 Year 2 Total Year 3 Project/programme name Location Funding source (2012- (2013- budget 2014-2015 2013 2014) Dance and drama. R10 000
Women empowerment R20 000 Basic language, poetry, visual art R22 000 and jazz Mini word fest R92 000
Dance and drama festivals. 342 000
Moral regeneration, isicathamia festival, gospel and jazz festival, R220 000 writers explosion
Exhibitions: Umzimvubu R3 000 1. GNAF(pre selection) R15 000 2. Flea market Revival of Arts and Culture Council; R3 000
Language and Literature structure(consultative) Information sharing with Arts and RR3 000 Culture Council; with Emaxesibeni Arts and Culture With music structure With Craft Centre R19 000
Page 104 of 124 Year 1 Year 2 Total Year 3 Project/programme name Location Funding source (2012- (2013- budget 2014-2015 2013 2014)
R2 000
MUSEUMS and HERITAGE: Integration with stakeholders: R43 000
1. International museum day build up Heritage events: R20 000 1. Purchase laptops R80 000
2. Heritage day build up, OR R4 000 Tambo month 1. Launching geographical names R1 250 committee R3 250 2. Geographic names committee R4 250 participation R2 250 3. Stakeholders engagement
4. Stakeholders engagement 1.World Book Day R70 000 2. Literacy Day, Readathon, Book R170 000 week, Book clubs R29 000 3. Book clubs, Holiday R60 000 programmes
4. Library week, Book clubs Library workers trained: LMs x 4 R10 000 1.Induction R00
2. Committee members R60 000 3. IFLA conference Library committees establishedNtabankulu, R7 000 Matatiele, Cedarville,Mt Frere, Mt R3 000 Ayliff) R3 000 1.Planning session R7 000 2.Implementing projects
3.Implementing projects 4.Opsplan implementation Coaches and administrators trained: 50 (LMs x 4) R100 000 1.Management and training of R60 000 golf and basket ball 2.Valley ball R70 000 3.Lawn tennis
Participation by athlets:360 (Matatiele, Mt Ayliff and ) 1.Management and support of R100 000 baseball R90 000
2.Management and support of R80 000 basket ball and netball 3.Management and support of football and golf Recreation Development: R35 000
1.Revavil of recreation council Recreation Activities R42 000 implemented:150) LMs x 4
1.Veteran sport activities Recreational festivals on horse riding and racing100) LMs x 4 R32 000
1.Consultative meetings, horse riding and racing festivals Training of coaches: Mt Ayliff(50) 1.Women in recreation and self R10 00 defence R10 000 2.Women in recreation self defence Programmes (150)implemented:Ntabankulu R69 000 1.Recreational festivals on women R30 000 self defence
2.Recreational festivals on women self defence Departmental Games: R49 000
280(Ntabankulu,KWT,P.E) R23 000 Page 105 of 124 Year 1 Year 2 Total Year 3 Project/programme name Location Funding source (2012- (2013- budget 2014-2015 2013 2014) 1.District and province 2.National R285 714 Support to School Sport structure
School Sport R472 388 tournaments(leagues,competitions and athletics) R93 337 Support to focus Schools
R100 000 Monitoring and evaluation
R236 194 Purchase of Equipment
Support to Cross Country H/O
DEPARTMENT OF HUMAN SETTLEMENTS
MATATIELE LOCAL MUNICIPALITY
HOUSING – KEY DELIVERY AND EXPENDITURE DRIVERS
No Project Status Houses Projected Comments Expenditure 1 Thaba- Construction 50 R 4 472 550.00 FEZ Civils & Building busy with site clearance & trenches and Chicha 500 contract signed. 2 Mvenyane Construction 50 R 4 472 550.00 ZIPHO ZETHU busy with site clearance & contract signed. 500 3 Masakala Construction 50 R 4 472 550.00 S’Dumo Trust started works in November 2013 but has shown 500 visible progress on site. 4 Queensmercy Construction 60 R 5 367 060.00 S’Dumo Trust was delayed but inclement weather conditions but 300 now they have been able to work. 5 Mhloloaneng Construction 30 R 2 683 530.00 ANIX Trading has completed pre-planning activities & will start 898 construction in May 2014 6 Maritseng Construction 100 R 8 945 100.00 ANIX Trading has completed pre-planning activities & will start 1500 construction in May 2014 7 Mafube 300 Construction 15 R 1 341 765.00 Poor Performance Report submitted in Head Office & Nare Housing is a Candidate of Termination 8 MPCC in Construction N/A R 25,000,000.00 Trans-Truct Construction has been appointed and has already Thaba- presented the Building Plans to Communities. Chicha TOTAL 355 R 56, 755 ,105.00
HOUSING PROJECTS ON PRE-PLANNING PHASE
No Project Comments
9 Zwelitsha 500 The Project has been identified as a pilot to provide a platform for a WOMAN CONTRACTOR that will work with Emerged Women Contractors to develop their skills & uplift their capacity in Construction. Region busy finalising Terms of Reference.
10 Chibini 500 These Projects are earmarked for completion of planning activities in order to have contractors 11 Mahareng 500 appointed at least by end of 2014/2015 Financial Year so that construction can be started in 2015/2016. Due to Human Resource capacity challenges, the Region will request assistance from Alfred Nzo District 12 Nyaniso 500 Municipality and Matatiele Local Municipality to boost the Region in fast-tracking Beneficiary 13 Mposhongweni Administration in order to shorten Pre-Planning Activities. This will be done on the basis that Beneficiary 500 Administration is the most crucial activity in Planning for Human Settlement Projects. 14 Tsitsong 200 Emergency 15 Maluti 200 Destitute Page 106 of 124 16 Pote 40 This Project has an element of Relocating beneficiaries to a Developable Area. About 28 beneficiaries have been approved and Funding for Top-Structures have been approved, appointment of a contractor has been prioritised and the Region will be submitting Procurement Strategy to Head Office before the th 18 April 2014 for appointment of a contractor.
RECTIFICATIONS
No Project Status Rectified Projected Comments Houses Expenditure 17 Cedarville 201 Contractor 161 R 13 639 303.00 Amakhaya Construction has been appointed and (Rect) Appointed th will be introduced to the stakeholders on 08 April 2014 18 Matatiele 306 Procurement 20 R 1 694 323.00 Department has approved Funding for Construction, houses will be demolished & new houses that meet norms & standards will be constructed. Region busy with Terms of Reference. 19 Harry Gwala Procurement 40 R 3 388 647.00 Region has requested NHBRC to provide an 1110 (Rect) Assessment Report with recommendations of demolition of poorly constructed houses. Region busy with Terms of Reference. TOTAL 201 R 18,722,273.00
LIST OF HOUSING PROJECTS ON FEASIBILITY STUDIES
No Project Name No Project Comments Name
20 Matatiele 10 29 Tshisa 1000 Professional Service Provider has been appointed to conduct Feasibility Study in all these projects. The study will provide precise information on the Housing Need, 21 Njongweville 30 Zazingeni Categories of identified beneficiaries, Access to sites, Topography/Terrain, Risks, Extension 500 Units 1000 Availability of natural resources and all Site Conditions that will delay the Projects . 22 Matatiele 300 31 Mgeni 1000 Social Housing 23 Cedarville 1000 32 Malubalube 1007 24 Outspan 1000 Rural 33 Khaopha Housing 1000 25 Khaunoe 1000 Rural 34 Hillside 1540 Housing 26 Mpharane 1000 35 Afsondary Rural Housing 1097 27 Bhubesi 1000 Rural 36 Tsitsa 2000 Housing 28 Pifane 1000 Rural 37 Paballong Housing 1523 38 Lugada 1600 Professional Service Provider has been appointed conduct Feasibility Study in all these projects. The study 39 Mnyamaneni/Tshisa Will provide precise information on the Housing Need, Categories of identified beneficiaries, Access to 1810 sites, Topography/Terrain, Risks, Availability of Natural Resources and Assessment of Site Conditions that will delay the Projects . 40 Fobane 1500 41 Ramafole 1500 42 Menjini 713
Page 107 of 124 DEPARTMENT OF COMMUNITY SAFETY AND LIASON
Program / Project Location of the What stage is the Proposed Budget Proposed budget Proposed budget Name Project/Program project/programme? Allocation allocation allocation 2014/15 2015/2016 2016/17 Public Education Q1- 1 R200 000.00 NIL NIL Crime Awareness 27 June 2014 Prep meeting on 6 June 50 000.00 campaign rolled (Ntabankulu 2014 out within Districts, in support of the Q2- 1 50 000.00 PCPS (15 August 2014 Engaging stakeholders (Lukholweni)
Q3- 1 50 000.00 23 October 2014 Engaging stakeholders (Matatiele) 50 000.00 Q4- 1 19 February 2015 Engaging stakeholders (Mpisi)
Assess and monitor Q1- 2 R24 000.00 NIL NIL police stations that 2 May 2014 (Mt Frere) Finalised 3 000.00 have implemented 3 June 2014 ( Rescheduled for 6 June 3 000.00 Ntabankulu) 2014 the crime 3 000.00 prevention Q2- 2 3 000.00 protocol 4 July 2014 (Mt Ayliff) Planning phase 18 July 2014 (Avondale) 3 000.00 Monitor Safety 3 000.00 patrollers at the Q3- 2 Planning phase identified schools 17 Oct 2014 (Afsondering) 3 000.00 20 Nov 2014 3 000.00 (Lukholweni) Planning phase
Q4- 2 6 February 2015 (Mpisi) 13 Feb 2015 (Matatiele
Support all R110 000.00 NIL NIL municipalities with Alfred Nzo District Finalised CSFs 30 000.00
Participate in CSF (9 April 2014) support, IDP and IGR engagements 20 000.00 Matatiele Engaging stakeholders and campaigns
(30 June 2014)
Presented and Mzimvubu 20 000.00 Engaging stakeholders (9 July 2014)
Planning phase Mbizana 20 000.00
(19 September 2014) Planning phase 20 000.00
Ntabankulu (12 December)
Page 108 of 124 Convene Oversight Q1- 1 R12 000.00 NIL NIL engagements with SAPS Cluster (26 June 2014) Preparations are Commanders Q2- 1 underway R3 000.00
(11 September 2014) Planning phase R3 000.00 Q3- 1
(6 November 2014) Planning phase R3 Q4- 1 (30 January 2015) Planning phase R3 000.00
Attend District R8 000.00 NIL NIL engagement meetings with Q1- 1 Scheduled for 18 June 2 000.00 Clusters 2014 in Matatiele 2 000.00 Q2- 1 Planning phase
2 000.00 Q3- 1 Planning phase
2 000.00 Q4- 1 Planning phase
Unannounced visits Q1- 2 R36 000.00 NIL NIL conducted to 15 April 2014 Conducted 3 000.00 Police Stations (Lukholweni) Rescheduled for 6 June 3 000.00 within district 5 June 2014 2014 utilising the (Cwerhaland) unannounced visits 3 000.00 questionnaire Q2- 4 3 000.00 1 July 2014 (Mt Frere) 3 000.00 18 July 2014 3 000.00 (Avondale) 1 August 2014 (Ndengane) 3 000.00 4 Sept 2014 3 000.00 (Mzamba)
Q3- 2 3 000.00 3 October 2014 3 000.00 (Cedarvile) 3 000.00 21 November 2014 3 000.00 (Maluti)
Q4- 4 21 Jan 2014 (Ntabankulu) 31 January 2014 (Mt Ayliff) 25 February 2014 (Bizana) 28 Feb 2014 (Matatiele)
Service Delivery Q1- 4 R50 000.00 NIL NIL evaluations 8-9 April 2014 Finalised 5 000.00 conducted at (Bizana) Currently underway 5 000.00 police stations 5-9 May 2014 (Mt Finalised 5 000.00 by district Frere) offices, utilizing 30-31 May 2014 Notification sent to the 5 000.00 the Monitoring (Cwerhaland) station Tool 10- 11 June 2014 (Matatiele) NCI
Page 109 of 124 Q2- 0 Nil 5 000.00
Q3- 4 5 000.00 2-3 October 2014 (Ntabankulu) 5 000.00 16-17 October 2014 (Afsondering) 5 000.00 3-4 November 2014 (Mzamba) 18-19 November 2014 (Lukholweni) 5 000.00
Q4- 2 5 000.00 27-28 February 2015 (Maluti) 6-7 March 2015 (Mpisi)
Accountability Q1- 2 R240 000.00 NIL NIL meetings hosted 24 June 2014 Concept document 40 000.00 with local (Avondale) submitted 40 000.00 communities 19 June 2014 Engaging stakeholders across the district (Mzamba) 40 000.00 Q2- 1 26 August 2014 (Afsondering) 40 000.00 Q3- 1 19 November 2014 (Avondale) 40 000.00 Q4- 2 26 February 2015 40 000.00 (Ndengane) 7 March 2015 (Cedarville)
Monitor service Q1- 3 R1 000.00 NIL NIL delivery (April, May and June April and May compiled complaints against 2014) and submitted SAPS members reported to Police Q2- 3 Stations in the (July, August and District September 2014)
Q3- 3 October, November and December 2014)
Q4- 3 January, February and March 2015
Conduct Q1- 4 NIL NIL assessment on 8 April 2014 (Bizana) Finalised 2 000.00 the functioning 5 May 2014 (Mt Frere) Underway 2 000.00 of 14 CPF 30 May 2014 Finalised 2 000.00 structures within (Cwerhaland) Rescheduled to 11 June 2 000.00 the District 3 June 2014 2014 (Matatiele) 2 000.00 Q2- 2 2 000.00 4 July 2014 (Mt Ayliff) 18 July 2014 Page 110 of 124 (Avondale) 2 000.00
Q3- 6 2 000.00 3 October 2014 (Ntabankulu) 2 000.00 17 October 2014 (Afsondering) 2 000.00
4 November 2014 (Mzamba) 2 000.00 19 November 2014 (Lukholweni) 2 000.00 20 November 2014 (Ndengane) 4 December 2014 (Cedarville) 2 000.00
2 000.00 Q4- 2 6 February 2015 (Mpisi) 28 February 2015 (Maluti) R70 000.00
Facilitate Q3 – 3 capacity (Matatiele, Mt Frere, building Mt Ayliff) programmes for R16 600.00
CPF’s through Engaging relevant CPF cluster R16 600.00 stakeholders
R16 000.00 27 July 2014
Support (Ndengane) functioning of village/street September 2014 committees (Lukholweni) within 3 SAPS R17 500.00 Clusters (Mt December 2014
Frere, Matatiele, Afsondering R17 500.00 Mt Ayliff)
R17 000.00
June 2014 (Mzamba)
September 2014 Coordinate (Maluti) support of community December 2014 mobilization (Ntabankulu) programmes conducted by CPFs
Conduct DVA Q1- 3 R16 000.00 NIL NIL Audits at police 9 April 2014 (Bizana) Finalised stations within the 5 June 2014 (Mt Underway 2 000.00 District Frere) Relevant parties 2 000.00 11June 2014 engaged (Matatiele 2 000.00 2 000.00 Q2- 1 4 July 2014 (Mt Ayliff) 2 000.00 Q3- 2 3 October 2014 2 000.00 (Ntabankulu) 17 October 2014
Page 111 of 124 (Afsondering) 2 000.00 Q4- 2 2 000.00 28 February 2015 (Maluti) 7 March 2015 (Mpisi)
implementation of Q1- 1 Scheduled for 30 June R1 000.00 NIL NIL the NMT 2014 recommendations by SAPS Q2- 1
Q3- 1
Q4- 1
LOCAL MUNICIPALITIES
UMZIMVUBU LOCAL MUNICIPALITY (INTERNAL)
Year 2 Total Year 1 Year 3 Project/programme name Location Funding source (2013- budget (2012-2013 2014-2015 2014) Surfacing of internal streets Mt Frere (+-)R10m Phase 5 Surfacing of internal streets Mt Ayliff (+-)R10m Phase 5 Multi-Purpose Centre Phase 1 & 2 Mt Ayliff R6.4m
Electrification Programme ULM Wards R80m Mt Ayliff and Mt Construction of Access Roads MIG R43m Frere Mt Ayliff and Mt Maintenance of Access Roads MIG R43m Frere Mt Ayliff and Mt (+-)R1 496 Community Halls Frere 078 Stadiums (Badibanise revamping, Shinta Cluster and Mt Frere R5m Mandileni Cluster) Wards 13,14,23,24,25,10,12 and 06 to benefit No-Grid electrification from the DME programme but only 2675h/h for 2013-14 Development of Bus & Taxi Rank Mt Frere
Facilitation of Mt Frere N2 Bypass Mt Frere SANRAL (+-R160m)
Bursary for external students ULM R 584 000 Repairs and Maintenance of ULM R 637 200 Streetlights Construction of aloe processing Mt Ayliff R1.3m structure 60 hectares in 15 Agrarian Reform Programmes R2m wards
Page 112 of 124 Year 2 Total Year 1 Year 3 Project/programme name Location Funding source (2013- budget (2012-2013 2014-2015 2014) Annual tourism event and flea Mt Ayliff R200 000 market Mentorship programme of livestock farmers and ULM R371 000 crop/vegetable production Donga rehabilitation ULM R2.7m
Environmental Management ULM R250 000 Converting of waste Ward 13 and 24 ECATU R300 000 (human/animal) into energy Waste Management ULM R1.2m Expanded Public Works ULM R1.5m Programme Indigent ULM R670 000
Free Basic Services ULM R2.6m
Mpindweni Clinic Mt Ayliff
MBIZANA LOCAL MUNICIPALITY (INTERNAL)
Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 Completion of 57.95km for 2013- R 30 000 Various Wards MLM 2014 MIG Roads 000.00 Completion of 2 community halls Ward 10 & R 3 360 MLM from MIG 2013-2014 ward 28 000.00 R 1 650 Luphilisweni Sport Field Ward 09 MLM 000.00 R 20 000 Construction Mbizana Landfill Site Ward 7 DEDEAT 000.00 Upper Gwala to Cingweni Access R 2 663 Ward 05 MIG Road 600.00 Ntshikitshane to Bukuveni JSS R 8 341 Ward 08 MIG Access Road(with a bridge) 653.91 Madada to Holycross R 7 907 Ward 11 MIG Hospital(with a low level crossing) 543.09 R 1 959 Meje Access Road Ward 14 MIG 238.20 Ngojane Access Road to a T Road R 5 264 Ward 14 MIG (120/121/438) 100.00 Construction Butshwengeni R 1 712 Ward 16 MIG Access Road 045.62 Construction of Lubunde Access Ward 18 MIG R 3 028 954.92 Road Makhwantini to Matshezi Access R 7 026 Ward 25 MIG Road(with a low level crossing) 901.39 R 8 359 Nomlacu Extension Access Road Ward 26 MIG 901.00 R 2 490 Nkulisa Access Road Ward 27 MIG 677.70 Extension of Makhalendlovu to R 3 495 Ward 30 MIG Lucingweni Access Road 600.00 R 5 000 Bizana Asphalt Phase 2 Ward 01 MLM 000.00 R 6 000 Alternative Tarring of 5km roads Various Wards MLM 000.00 Maintainance of access roads( R 15 000 Various Wards MLM wet blading) 000.00 Maintanance of unplanned R 1 500 Various Wards MLM access roads 000.00 R 3 118 Mzamba Community Hall Ward 7 MIG 989.47 R 3 118 Mhlabi Community Hall Ward 12 MIG 989.47 Page 113 of 124 Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 R 3 118 Makhosonke Community Hall Ward 15 MIG 989.47 Mbizana R 1 000 Extension of Municipal Offices MLM Municipality 000.00 Construction of Vehicle Testing R 3 000 Ward-1 MLM Centre 000.00 R 2 500 Electricity Infrastructure renewal MLM 000.00 R 5 000 Metering unit upgrade Ward 01 MLM 000.00 Installation of underground R 1 000 Ward 01 MLM streetlights 000.00 Conduct electricity connections in R 18 581 Mgodini,Mcijwen and Mantusini Ward 10 INEP 000.00 villages Conduct electricity connections in R 4 063 Ward 22 INEP Mxotsheni village 000.00 Conduct electricity connections in R 15 555 Ward 19 INEP Monti/Ntlozelo villages 000.00 Conduct electricity connections in R 6 460 Ward 22 INEP Gumzana village 000.00 Conduct electricity connections in R 8 466 Ward 18 INEP Mqonjwana village. 000.00 Conduct electricity connections in Ward 22 INEP R 595 00.00 Lugwijini village Conduct electricity connections in R 7 004 Ward 18 &22 INEP Santomba village 000.00 Conduct electricity connections in R 2 720 Ward 18 INEP Mpunzi Drift. 000.00 Conduct electricity connections in R 2 890 Ward 21 INEP Nobamba village 000.00 Tsawana / Ludeke 945 Household R 1 500 Ward 4,6 &7 INEP Connections 000.00 Installation of High Mast Lights R 1 000 CBD Ward 01 INEP Installation 000.00 Construction of 5 MVA Backbone R 1 100 Various Wards INEP line 000.00 CBD pothole patching ,signage R 2 500 Ward 01 MLM and storm water drains 000.00 Community hall maintanance Various Wards MLM R 700 000.00 Municipal R 1 000 Municipal Buildings Maintenance MLM Offices 000.00 Maintainance of access roads( R 15 000 Various Wards MLM wet blading) 000.00 Maintanance of unplanned R 1 500 Various Wards MLM access roads 000.00 Development of Infrastruture R 1 500 MLM Master Plan 000.00 Development & adoption of MLM R 300 000.00 Disaster Management Plan Extension of existing cemetery Ward 01 MLM R 158 100.00 Develop & adopt Climate change MLM R 210 000.00 strategy Reviewal & Adoption of IWMP MLM R 200 000.00 Development of land audit ANDM R 250 000.00 register SMME Support & Cooperative MLM support Prgoramme. Contractor SEDA,ANDM, R 421 600.00 Development Program and SMME ECDC, CIDB Capacity development Proclamation of Mthamvuna Nature Reserve, fencing and R 10 000 DEDEAT establishment of a medicinal 000.00 nursery. Registration of cooperative and establishment of the Fishers forum MLM R 105 400.00 and access to markets
Page 114 of 124 Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 Support at least 10 Small scale MLM farmers and assist them with Various Wards R 316 200.00 DRDAR access to markets
MATATIELE LOCAL MUNICIPALITY (INTERNAL)
Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 MDTP Game translocation Funding MDTP Chalets construction Funding Landfill cells construction R 3 500 000.00 Waste management awareness DEA Funding campaigns Illegal dump control DEA Funding Nkhoesa Mofekeng, Rea Hloekisa R1 093 500.00 and Food for Waste Renovation of four (4) community halls R420 000.00
Maintenance of Coffee pot and R150 000 Bus Rank Toilets Refurbishing of: 1. Maphokong Pre school R220 000 2. Malubalube Pre school Cleaning & maintenance of R 400 000 Matatiele swimming pool Purchase supplies & materials R200 000 Grading & levelling of: 1.Pontsheng sportfield R 200 000 2.Paballong sportfield Renovation of North end stadium R 350 000.0 Upgrading of : 1. Maluti parks R 300 000.00 2.Cedarville park To install management system in R 300 000.00 MLM by March 2014 Purchasing of tools and R 250 000.00 equipment Surfacing of Grade A Testing R 1 500 000 Ground 1. staff training 2. Purchase of new rural heavy R 100 000 duty fire tender. R1 500 000 3.purchase equipment R1 500 000 4.Establidhing of a disaster, fire 7 R250 000 rescue management 24hr control room Purchasing of traffic vehicles R1 800 000 First –phase of installing CCTV R1 000 000 Cameras Acquire parking meters R 500 000
Road markings & signage R 150 000
Cedarville Precinct Plan R350 000.00 Feasibility study for shopping 400 000.00 centres /Malls Planning & Survey for middle Income development in R500 000.00 Cedarville Middle Income Residential 500 000.00 Development Page 115 of 124 Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015
Township Register for Area M 50 000.00
Re-location of Survey Beacons 1.5 million Land identification and preparation for strategic 500 000.00 development Implementation of Municipal Land 100 000.00 Management Plan Cedarville emerging farmers (Pilot Project, Pipe Laying and R200, 000.00 Construction of water troughs) 2000 000.00 Soil mechanisation 400 000 00 Household food security garden 20 000.00 180 000.00 Feasibility study on Afforestation 250 000.00 500 000.00 Matatiele Music Festival 1 800 000.00
Matatiele Fees 250 000.00
Tourism month celebration 40 000.00
Tourism indaba 50 000.00
Tourism Branding material 30 000.00
Mehloding Trust 250 000 00 Paballong AR - Masopha AR - Nyanzela AR- R10M Thotaneng AR- Nkululekweni A/R- Sijoka AR Maluti Internal Streets, Cedarville Internal Roads, Matatiele Internal Roads R28 million (CBD & Area C)
Lagrange Bridge Mahasheng Bridge Manzi bridge R6Million Mnqayi bridge Nyanzela bridge Rholweni bridge Bethel community Hall Lunda Community Hall Hlomendlini Community Hall R12,5million Caba Community Hall Mvenyane Community Hall Nkau Sportsfield Nicefield Sportsfield Epiphany Sportsfield R15 million Afsondering Sportsfield Majoro Sportsfield Mahangwe Sportsfield Council chambers R30 million Purchase park homes with 300 000 elevated 02 no of 5000l tanks Area M and R5million
Ward 19 R2 milllion Stormwater maintenance and R1,7 million upgrade Pothole and tar repairs R1,6Million
Page 116 of 124 Year 1 Year 2 Year 3 Project/programme name Location Funding source Total budget (2012-2013 (2013-2014) 2014-2015 Maloto AR, Bekesdal AR ,Jabulani AR, Zitapile AR, Thaba Bosiu AR R3million ,T69-Tshita AR AND Mahlabatheng AR Road widening and kerbing R1,5Million Khubetsoane Community Hall Sigoga Community Hall Gwadana Community Hall R750,000 Mparane Community Hall Thabachicha Community Hall
NTABANKULU LOCAL MUNICIPALITY (INTERNAL)
Implementing Funding Priority Area Project name Project Description Budget Agent Source
Ward 1
Public Participation Ward Conference NLM ES R5 000.00
Provision of Free Basic Indigent support NLM ES R300 000.00 Services Good governance Roads and Public 2 Stray animal workshops NLM ES R1 500.00 Saftey
Assistive devices for Disabled Special programs NLM ES R10 000.00
Awarness campaigns
WARD 2
Good governance Public Participation Ward Conference NLM ES 5 000.00
Provision of Free Basic Indigent support NLM ES 300 000.00 Services
Assistive devices for Disabled Special programs NLM ES R10 000.00
Awareness campaigns
LED Njingalwazi crop project NLM ES -
WARD 03
Public Participation Ward Conference NLM ES 5 000.00
Good governance
Provision of Free Basic Indigent support NLM ES 300 000.00 Services
Roads and Public 1 500.00 2 Stray animal workshops NLM ES Saftey
Page 117 of 124 Implementing Funding Priority Area Project name Project Description Budget Agent Source
Assistive devices for Special programs Disabled NLM ES R10 000.00 Awarness campaigns LED Skills Development Fence manufacturing NLM ES - WARD 04 Extension of waste management services to Waste management NLM ES & DM R300 000.00 Silindini (Sphethu Hospital Good Governance area )
Public Participation Ward Conference NLM ES 5 000.00
Provision of Free Basic Indigent support NLM ES R100 000.00 Services
LED Agriculture Zubenathi Poultry project NLM ES -
WARD 05
Public Participation Ward Conference NLM ES 5 000 00 Good Governance
Provision of Free Basic Indigent support NLM ES R300 000.00 Services Assistive devices for Special programs NLM ES 10 000.00 Disabled Masizameni bafuyi beef LED Agriculture NLM ES - farming WARD 06 Planning design & LED Recreational facility Construction of NLM MIG R3,8m
Mhlonyaneni Sportsfield Mqatyeni Poultry project Agriculture NLM ES - farming (Mqatyeni)
Agriculture Nkonjani (Piggery) NLM ES -
Public Participation Ward Conference NLM ES R5 000.00
Provision of Free Basic Good Governance Indigent support NLM ES R300 000.00 Services
Assistive devices for SPU NLM ES R10 000.00 Disabled
Matshona (620) NLM INEP 12,8m Electrification
Linkline (10km) from Bomvini NLM INEP R2, 2m to Matshona
WARD 07
Public Participation Ward Conference NLM ES R5 000.00
Page 118 of 124 Implementing Funding Priority Area Project name Project Description Budget Agent Source
Provision of Free Basic Indigent support NLM ES R300 000.00 Services
Assistive devices for Special programs NLM ES R10 000.00 Disabled
Agriculture Poultry farming Mngeni NLM ES -
LED
Izandla ziyaphilisa crop Agriculture NLM ES - project
Ward 8
Public Participation Ward Conference NLM ES 5 000.00
Community hall Public amenities NLM ES - maintainance
Provision of Free Basic Indigent support NLM ES R300 000.00 Services Good Governance Assistive devices for Special programs Disabled NLM ES R10 000.00
Roads and Public 2 Stray animal workshops NLM ES R1 500.00 Saftey
WARD 09 Construction of Ntabankulu LED Community facilities NLM MIG 5,6m Community hall
Mbangweni red meet Beef Agrculture NLM ES - farming
Agriculture Municipal crop farming NLM ES -
Agriculture Beautification of town DEDEAT Grant 5m
Community facilities Construction of the DLTC NLM MIG R3m
Extension of waste managenet services to low NLM ES R50 000.00 cost housing residencial Waste Management area Waste management Provission of waste
collection equipment to NLM ES R250 000.00 rate payers Planning and designing of NLM MIG 500 000.00 landfillsite Good Governance Public Participation Ward Conference NLM ES 5 000.00
Page 119 of 124 Implementing Funding Priority Area Project name Project Description Budget Agent Source
Provision of Free Basic Indigent support NLM ES R300 000.00 Services 2 Stray animal workshops NLM ES R1 500.00 Roads and Public Integrated Bylaw Saftey NLM - - Enforcement programms Assistive devices for Special programs NLM ES R10 000.00 Disabled WARD 10 Masiphumelele Poultry Agriculture NLM ES - farming
Public Participation Ward Conference NLM ES R5 000.00
Provision of Free Basic Good Governance Indigent support NLM ES R300 000.00 Services Assistive devices for Special programs NLM ES R10 000.00 Disabled WARD11
Construction of Basic Service Construction of Ngwemnyama - NLM MIG 6m Delivery Roads & Storm water Ngcanaseni A/R R5 000.00 Public Participation Ward Conference NLM ES
Provision of Free Basic Indigent support NLM ES R300 000.00 Services Good Governance Roads and Public 2 Stray animal workshops NLM ES R1 500.00 Saftey Assistive devices for Special programs Disabled NLM ES R10 000.00
WARD 12 Basic Service Construction of Construction of Ntshamanzi Delivery NLM MIG 8, 2m Roads & Storm water – Mnceba with a bridge
Public Participation Ward Conference NLM ES R5 000.00
Community hall Public amenities NLM ES - maintainance Good Governance Roads and Public 2 Stray animal workshops NLM ES R1 500.00 Saftey
Provision of Free Basic Indigent support NLM ES R300 000.00 Services
Assistive devices for Special programs NLM ES R10 000.00 Disabled WARD 13 Provision of Free Basic Indigent support NLM ES R200 000.00 Services Good Governance R5 000.00 Public Participation Ward Conference NLM ES
Special programs Assistive devices for NLM ES R20 000.00 Disabled
WARD 14
Good Governance Public Participation Ward Conference NLM ES R5 000.00
Page 120 of 124 Implementing Funding Priority Area Project name Project Description Budget Agent Source
Community hall Public amenities NLM NLM - maintainance Provision of Free Basic Indigent support NLM ES R300 000.00 Services
Assistive devices for Special programs NLM ES R10 000.00 Disabled
Yandlala mpisini crop Agriculture NLM ES - project LED
Dambeni cooperative NLM ES -
WARD15
R5 000.00 Good Governance Public Participation Ward Conference NLM ES
Provision of Free Basic Indigent support NLM ES R300 000.00 Services WARD 16
Public Participation Ward Conference NLM ES R5 000.00
Provision of Free Basic Good Governance Indigent support NLM ES R300 000.00 Services
Assistive devices for Special programs NLM ES R10 000.00 Disabled
Thembile (150) NLM INEP R2,7m Basic Service Electrification Delivery Link line from Luncedweni NLM INEP R1, 9m to Thembile (9km)
WARD 17
Public Participation Ward Conference NLM ES R5 000.00
Good Governance Provision of Free Basic Indigent support NLM ES R300 000.00 Services Assistive devices for Special programs Disabled NLM ES R10 000.00
Basic Service Luncedweni village (366 NLM INEP R7m Delivery households ) Electrification Link line from Mzintlava substation to Luncedweni NLM INEP 3, 300 00
(15Km) WARD 18
Public Participation Ward Conference NLM ES R5 000.00
Gxaleni, Fordonald & Good Governance Electrifiaction NLM Eskom R11,9m Manzana (300)
Provision of Free Basic Indigent support NLM ES R300 000.00 Services
Page 121 of 124 Implementing Funding Priority Area Project name Project Description Budget Agent Source
Assistive devices for Special programs Disabled NLM ES R10 000.00
Agriculture Poultry farming (Lokhwe) NLM ES -
LED Agriculture Poultry farming (Ndonga) NLM ES -
Provision of seedlings & Agricuture weed killers and Sinosizo NLM ES - crop farming
Page 122 of 124 ANNEXURE 2: DRAFT ORGANOGRAM
Page 123 of 124
ANNEXURE 3: COUNCIL RESOLUTION
Page 124 of 124